571:) are businesses operating with a low market share in a high-growth market. 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. When shift from question mark to star is unlikely, the BCG matrix suggests divesting the question mark and repositioning its resources more effectively in the remainder of the corporate portfolio. Question marks must be analyzed carefully in order to determine whether they are worth the investment required to grow market share.
813:(at least before it bites you) it would be foolish in the extreme to create one in order to balance up the picture. The vendor, who has most of their products in the 'cash cow' quadrant, should consider themselves fortunate indeed, and an excellent marketer, although they might also consider creating a few stars as an insurance policy against unexpected future developments and, perhaps, to add some extra growth. There is also a common misconception that 'dogs' are a waste of resources. In many markets 'dogs' can be considered loss-leaders that while not themselves profitable will lead to increased sales in other profitable areas.
759:
that a high market share will eventually turn into a sound investment in future profits. The theory behind the matrix assumes, therefore, that a higher growth rate is indicative of accompanying demands on investment. The cut-off point is usually chosen as 10 per cent per annum. Determining this cut-off point, the rate above which the growth is deemed to be significant (and likely to lead to extra demands on cash) is a critical requirement of the technique; and one that, again, makes the use of the growth–share matrix problematical in some product areas. What is more, the evidence, from
735:
its largest competitor. Thus, if the brand had a share of 20 percent, and the largest competitor had the same, the ratio would be 1:1. If the largest competitor had a share of 60 percent, however, the ratio would be 1:3, implying that the organization's brand was in a relatively weak position. If the largest competitor only had a share of 5 percent, the ratio would be 4:1, implying that the brand owned was in a relatively strong position, which might be reflected in profits and cash flows. If this technique is used in practice, this scale is logarithmic, not linear.
551:, are units with low market share in a mature, slow-growing industry: the BCG matrix defines dogs as having low market share and relatively low market growth rate. These units typically "break even", generating barely enough cash to maintain the business's market share. Although 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. Dogs depress a profitable company's
789:, the matrix was used in situations where it could be applied for graphically illustrating a portfolio composition as a function of the balance between cash flows. If used with this degree of sophistication its use would still be valid. However, later practitioners have tended to over-simplify its messages. In particular, the later application of the names (problem children, stars, cash cows and dogs) has tended to overshadow all else—and is often what most students, and practitioners, remember.
151:
122:
25:
822:
matrix—using the dimensions of 'industry attractiveness' and 'business strengths'. This approaches some of the same issues as the growth–share matrix but from a different direction and in a more complex way (which may be why it is used less, or is at least less widely taught). Both growth-share matrix and
796:'Minority applicability'. The cashflow techniques are only applicable to a very limited number of markets (where growth is relatively high, and a definite pattern of product life-cycles can be observed, such as that of ethical pharmaceuticals). In the majority of markets, use may give misleading results.
808:
Perhaps the most important danger, however, is that the apparent implication of its four-quadrant form is that there should be balance of products or services across all four quadrants; and that is, indeed, the main message that it is intended to convey. Thus, money must be diverted from 'cash cows'
803:
markets has shown to be the case. The brand leader's position is the one, above all, to be defended, not least since brands in this position will probably outperform any number of newly launched brands. Such brand leaders will, of course, generate large cash flows; but they should not be 'milked' to
758:
Rapidly growing in rapidly growing markets, are what organizations strive for; but, as we have seen, the penalty is that they are usually net cash users – they require investment. The reason for this is often because the growth is being 'bought' by the high investment, in the reasonable expectation
734:
This indicates likely cash generation, because the higher the share the more cash will be generated. As a result of 'economies of scale' (a basic assumption of the BCG Matrix), it is assumed that these earnings will grow faster the higher the share. The exact measure is the brand's share relative to
812:
The reality is that it is only the 'cash cows' that are really important—all the other elements are supporting actors. It is a foolish vendor who diverts funds from a 'cash cow' when these are needed to extend the life of that 'product'. Although it is necessary to recognize a 'dog' when it appears
710:
To be successful, a company should have a portfolio of products with different growth rates and different market shares. The portfolio composition is a function of the balance between cash flows. High growth products require cash inputs to grow. Low growth products should generate excess cash. Both
656:
Stars require high funding to fight competitors and maintain their growth rate. When industry growth slows, if they remain a niche leader or are amongst the market leaders, stars become cash cows; otherwise, they become dogs due to low relative market share. As a particular industry matures and its
763:
markets at least, is that the most typical pattern is of very low growth, less than 1 per cent per annum. This is outside the range normally considered in BCG Matrix work, which may make application of this form of analysis unworkable in many markets. Where it can be applied, however, the market
721:
For each product or service, the 'area' of the circle represents the value of its sales. The growth–share matrix thus offers a "map" of the organization's product (or service) strengths and weaknesses, at least in terms of current profitability, as well as the likely cashflows. Common spreadsheet
764:
growth rate says more about the brand position than just its cash flow. It is a good indicator of that market's strength, of its future potential (of its 'maturity' in terms of the market life-cycle), and also of its attractiveness to future competitors. It can also be used in growth analysis.
538:
is where a company has high market share in a slow-growing industry. These units typically generate cash in excess of the amount of cash needed to maintain the business. They are regarded as staid and boring, in a "mature" market, yet corporations value owning them due to their cash-generating
749:
Another reason for choosing relative market share, rather than just profits, is that it carries more information than just cash flow. It shows where the brand is positioned against its main competitors, and indicates where it might be likely to go in the future. It can also show what type of
821:
As with most marketing techniques, there are a number of alternative offerings vying with the growth–share matrix although this appears to be the most widely used. The next most widely reported technique is that developed by McKinsey and
General Electric, which is a three-cell by three-cell
809:
to fund the 'stars' of the future, since 'cash cows' will inevitably decline to become 'dogs'. There is an almost mesmeric inevitability about the whole process. It focuses attention, and funding, on to the 'stars'. It presumes, and almost demands, that 'cash cows' will turn into 'dogs'.
539:
qualities. They are to be "milked" continuously with as little investment as possible, since such investment would be wasted in an industry with low growth. Cash "milked" is used to fund stars and question marks, that are expected to become cash cows some time in the future.
772:
While theoretically useful, and widely used, several academic studies have called into question whether using the growth–share matrix actually helps businesses succeed, and the model has since been removed from some major marketing textbooks. One study
725:
The need which prompted this idea was, indeed, that of managing cash-flow. It was reasoned that one of the main indicators of cash generation was relative market share, and one which pointed to cash usage was that of market growth rate.
125:
Stylised example of a BCG matrix. The products with the same colour belong to the same market. The products with a black outline indicate the products that belong to the own company. The chart was created with the online tool Fancy BCG
826:
developed by McKinsey and
General Electric, are criticized for being static as they portray businesses as they exist at one point in time. Business environment is subject to constant changes, hence, businesses evolve over time. The
847:
or any other cash-generating entities. This should only be attempted for real lines that have a sufficient history to allow some prediction; if the corporation has made only a few products and called them a product line, the
804:
such an extent that their position is jeopardized. In any case, the chance of the new brands achieving similar brand leadership may be slim—certainly far less than the popular perception of the Boston Matrix would imply.
745:
The selection of the relative market share metric was based upon its relationship to the experience curve. The market leader would have greater experience curve benefits, which delivers a cost leadership advantage.
1095:
742:
markets) is for the brand leader to have a share double that of the second brand, and triple that of the third. Brand leaders in this position tend to be very stable—and profitable; the Rule of 123.
799:'Milking cash cows'. Perhaps the worst implication of the later developments is that the (brand leader) cash cows should be milked to fund new brands. This is not what research into the
555:
ratio, a measure used by many investors to judge how well a company is being managed. Dogs, it is thought, should be sold off once short-time harvesting has been maximized.
1192:
483:) is a chart created in a collaborative effort by BCG employees: Alan Zakon first sketched it and then, together with his colleagues, refined it. BCG's founder
832:
1136:
689:
Only a diversified company with a balanced portfolio can use its strengths to truly capitalize on its growth opportunities. The balanced portfolio has:
831:
was introduced to overcome these deficiences and better identify "developing winners" or potential "losers". A more practical approach is that of the
738:
On the other hand, exactly what is a high relative share is a matter of some debate. The best evidence is that the most stable position (at least in
42:
1185:
596:
89:
61:
777:), which looked at 129 firms, found that those who follow portfolio planning models like the BCG matrix had lower shareholder returns.
823:
583:
with a market- or niche-leading trajectory, for example: amongst market share front-runners in a high-growth sector, and/or having a
439:
1178:
992:
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353:
75:
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326:
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57:
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843:
The initial intent of the growth–share matrix was to evaluate business units, but the same evaluation can be made for
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35:
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in 1970. The purpose of this matrix is to help corporations to analyze their business units, that is, their
474:
1110:
623:, for instance the British East India Company's, late-1700s opium-based Qianlong Emperor embargo-busting,
432:
82:
1258:
1238:
1223:
628:
394:
371:
308:
835:, which the consultancy reportedly used itself though it is little known amongst the wider population.
150:
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955:
722:
applications can be used to generate the matrix. In addition, designated online tools are available.
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892:
The Boston
Consulting Group On Strategy: Classic Concepts and New Perspectives: Second Edition
425:
331:
178:
174:
134:
1120:
612:
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552:
272:
241:
1162:
987:. Robinson, Richard B. (Richard Braden), 1947- (7th ed.). Boston: Irwin/McGraw-Hill.
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popularized the concept in an essay titled "The
Product Portfolio" in BCG's publication
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are units with a high market share in a fast-growing industry. They are graduated
524:
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277:
121:
495:. This helps the company allocate resources and is used as an analytical tool in
1096:"Effects of portfolio planning methods on decision making: experimental results"
616:
313:
196:
24:
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1016:
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1002:
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1170:
673:. Eventually, the market stops growing; thus, the business unit becomes a
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648:
608:
533:
165:
142:
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to rank the business units (or products) on the basis of their relative
254:
985:
Strategic management : formulation, implementation, and control
665:. The natural cycle for most business units is that they start as
595:
drive(s) from: novelty, fashion/promotion (e.g. newly prestigious
496:
120:
869:
1303:
1253:
411:
367:
1174:
699:
question marks to be converted into stars with the added funds.
18:
852:
will be too high for this sort of analysis to be meaningful.
1023:, updated on 19 December 2022, accessed on 11 September 2024
1017:
What Is a Dog in
Business? Definition, Meaning, and Example
1042:
PROCEEDINGS OF THE 8th INTERNATIONAL MANAGEMENT CONFERENCE
792:
Such simplistic use contains at least two major problems:
1080:
Competitor-oriented
Objectives: The Myth of Market Share
750:
marketing activities might be expected to be effective.
693:
stars whose high share and high growth assure the future;
696:
cash cows that supply funds for that future growth; and
651:), etc. The hope is that stars become next cash cows.
677:. At the end of the cycle, the cash cow turns into a
1082:
http://cogprints.org/5196/1/myth_of_market_share.pdf
913:
911:
49:. Unsourced material may be challenged and removed.
1094:J. Scott Armstrong and Roderick J. Brodie (1994).
824:Industry Attractiveness-Business Strength matrix
16:Boston Consulting Group business analysis method
708:
657:growth slows, all business units become either
1103:International Journal of Research in Marketing
1186:
942:Strategic Management: A Critical Introduction
433:
8:
890:Stern, Carl W.; Deimler, Michael S. (2006).
1193:
1179:
1171:
894:. New Jersey: John Wiley & Sons, Inc.
833:Boston Consulting Group's Advantage Matrix
440:
426:
129:
1114:
109:Learn how and when to remove this message
944:(London and New York: Routledge, 2016).
861:
141:
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1149:
829:Life Cycle-Competitive Strength Matrix
7:
1035:"The rise and fall of B.C.G. Matrix"
978:
976:
974:
972:
47:adding citations to reliable sources
956:"What Is the Growth Share Matrix?"
519:To use the chart, analysts plot a
14:
621:illicit retail of addictive drugs
1279:Segmenting-targeting-positioning
711:kinds are needed simultaneously.
149:
23:
1033:Duica, Andrea (November 2014).
785:As originally practiced by the
34:needs additional citations for
1:
1269:Porter's five forces analysis
1125:10.1016/0167-8116(94)90035-3
597:celebrity-branded fragrances
615:backed, and/or innovative,
591:with burgeoning/fortuitous
1366:
1084:See discussion on page 14.
801:fast-moving consumer goods
775:Slater and Zwirlein, 1992
761:fast-moving consumer goods
740:fast-moving consumer goods
589:unique selling proposition
1209:
645:Portland cement producers
587:or increasingly dominant
983:Pearce, John A. (2000).
458:product portfolio matrix
1325:Boston Consulting Group
1061:"The Product Portfolio"
920:"The Product Portfolio"
787:Boston Consulting Group
685:As BCG stated in 1970:
475:Boston Consulting Group
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702:
127:
1259:Pareto priority index
1239:Managerial grid model
1224:Business Model Canvas
730:Relative market share
687:
527:and growth rates.
395:Business Model Canvas
372:Managerial grid model
309:Competitive advantage
124:
58:"Growth–share matrix"
1350:Marketing techniques
1345:Strategic management
1294:Strategic Grid Model
918:Henderson, Bruce D.
505:strategic management
404:Strategic Grid Model
344:Frameworks and tools
219:Rita Gunther McGrath
170:Strategic management
43:improve this article
1234:Growth–share matrix
1229:Competitor analysis
768:Critical evaluation
454:growth–share matrix
381:Growth–share matrix
325: •
318:Performance effects
316: •
307: •
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264:Alfred Thayer Mahan
262: •
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251:Carl von Clausewitz
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226: •
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168: •
1340:Portfolio theories
1335:Product management
1219:Balanced scorecard
1202:Strategic planning
1161:2006-10-03 at the
1059:Henderson, Bruce.
870:"Fancy BCG Matrix"
754:Market growth rate
509:portfolio analysis
501:product management
485:Bruce D. Henderson
410: •
406: •
397: •
388: •
379: •
370: •
361: •
359:Balanced scorecard
352: •
327:Generic strategies
188:Strategic thinking
184:Strategic planning
128:
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1274:Scenario planning
940:Richard Godfrey,
669:, then turn into
481:portfolio diagram
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332:Mission statement
179:Strategic studies
175:Military strategy
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1330:Brand management
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1135:. Archived from
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1116:10.1.1.708.5557
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716:Bruce Henderson
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707:
643:, for instance
565:a problem child
563:(also known as
517:
497:brand marketing
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323:Core competency
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287:Henry Mintzberg
233:Candace A. Yano
224:Bruce Henderson
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193:Decision theory
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1289:Kraljic matrix
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1244:MECE principle
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1142:on 2010-06-20.
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560:Question marks
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399:Kraljic matrix
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1021:Investopaedia
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1137:the original
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41:Please help
36:verification
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1015:Hayes, A.,
961:25 November
875:22 February
641:oligopolies
633:monopsonies
617:grey-market
593:proposition
354:Five forces
314:Value chain
242:Jim Collins
197:Game theory
1319:Categories
856:References
839:Other uses
605:greenfield
466:BCG-matrix
462:Boston Box
282:Chris Zook
269:J.C. Wylie
228:Gary Hamel
69:newspapers
1111:CiteSeerX
659:cash cows
649:boomtowns
635:) and/or
569:Wild dogs
534:Cash cows
456:(aka the
1249:Mind map
1159:Archived
1133:11220583
1003:41488602
714:—
675:cash cow
629:goodwill
609:military
515:Overview
477:analysis
299:Concepts
166:Strategy
143:Strategy
135:a series
133:Part of
1066:3 April
637:gearing
255:Sun Tzu
126:Matrix.
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1204:tools
1140:(PDF)
1129:S2CID
1099:(PDF)
1038:(PDF)
671:stars
647:near
576:Stars
90:JSTOR
76:books
1304:VRIO
1254:OGSM
1068:2013
1048:: 3.
999:OCLC
989:ISBN
963:2021
927:2013
896:ISBN
877:2021
663:dogs
549:pets
544:Dogs
452:The
412:VRIO
368:OGSM
350:SWOT
62:news
1121:doi
679:dog
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