Portfolio analysis basics

Size: px
Start display at page:

Download "Portfolio analysis basics"

Transcription

1 BOSTON CONSULTING GROUP MATRIX PRESENTED BY: VIKAS RAI TO:SYBMS -SIES LONG TERM CORPORATE DECISIONS Pertain to the scope of the business or the portfolio strategy Portfolio strategy answers the questions: in which business shall we be? While competitive strategy answers the question how shall we succeed in each business Portfolio analysis basics Should there be a change in the current portfolio? What business should be developed further? Which are the businesses to be harvested? INTRODUCTION BOSTON CONSULTING GROUP (BCG) MATRIX is developed by BRUCE HENDERSON of the BOSTON CONSULTING GROUP IN THE EARLY 1970 s. According to this technique, businesses or products are classified as low or high performers depending upon their market growth rate and relative market share. 1

2 Relative Market Share and Market Growth To understand the Boston Matrix you need to understand how market share and market growth interrelate. MARKET SHARE Market share is the percentage of the total market that is being serviced by your company, measured either in revenue terms or unit volume terms. RELATIVE MARKET SHARE RMS = Business unit sales this year Leading rival sales this year The higher your market share, the higher proportion of the market you control. MARKET GROWTH RATE Market growth is used as a measure of a market s attractiveness. MGR = Individual sales - individual sales this year last year Individual sales last year Markets experiencing high growth are ones where the total market share available is expanding, and there s plenty of opportunity for everyone to make money. THE BCG GROWTH-SHARE MATRIX It is a portfolio planning model which is based on the observation that a company s business units can be classified in to four categories: Stars Question marks Cash cows Dogs It is based on the combination of market growth and market share relative to the next best competitor. 2

3 STARS High growth, High market share CASH COWS Low growth, High market share Stars are leaders in business. They also require heavy investment, to maintain its large market share. It leads to large amount of cash consumption and cash generation. Attempts should be made to hold the market share otherwise the star will become a CASH COW. They are foundation of the company and often the stars of yesterday. They generate more cash than required. They extract the profits by investing as little cash as possible They are located in an industry that is mature, not growing or declining. 3

4 DOGS Low growth, Low market share QUESTION MARKS High growth, Low market share Dogs are the cash traps. Dogs do not have potential to bring in much cash. Number of dogs in the company should be minimized. Business is situated at a declining stage. Most businesses start of as question marks. They will absorb great amounts of cash if the market share remains unchanged, (low). Why question marks? Question marks have potential to become star and eventually cash cow but can also become a dog. Investments should be high for question marks. To assess : WHY BCG MATRIX? Profiles of products/businesses The cash demands of products The development cycles of products Resource allocation and divestment decisions MAIN STEPS OF BCG MATRIX Identifying and dividing a company into SBU. Assessing and comparing the prospects of each SBU according to two criteria : 1. SBU S relative market share. 2. Growth rate OF SBU S industry. Classifying the SBU S on the basis of BCG matrix. Developing strategic objectives for each SBU. 4

5 BCG MATRIX WITH CASH FLOW BENEFITS/Advantages -1 BCG MATRIX is simple and easy to understand. It helps you to quickly and simply screen the opportunities open to you, and helps you think about how you can make the most of them. It is used to identify how corporate cash resources can best be used to maximize a company s future growth and profitability. ADVANTAGES LIMITATIONS HELP MANAGERS TO THINK MORE FUTURISTICALLY AND STRATEGICALLY TO UNDERSTAND THE ECONOMIES OF THEIR BUSINESSES BETTER TO IMOROVE THE COMMUNICATION BETWEEN BUSINESS AND CORPORATE MANAGEMENT TO PINPOINT INFORMATION GAPS & IMPORTANT ISSUES TO ELIMINATE WEAKER BUSINESS AND STRENGTHEN PROMISING BUSINESSES BCG MATRIX uses only two dimensions, Relative market share and market growth rate. NOT ON PLC,COMPETITIVE ADVANTAGE,DISTINCTIVE COMPETENCE Problems of getting data on market share and market growth. High market share does not mean profits all the time. Business with low market share can be profitable too in introductory stage of PLC. Instead of 4cells there should be 6 cells-high,medium and low. 5

6 BCG AS A TOOL OF STRATEGIC MANAGEMENT IDENTIFY EACH SBU OR PRODUCT EITHER AS STARS OR A DOG FORMULATE DIFFERENT STRATEGY AS PER INDUCTRY GROWTH AND RELATIVE MARKET SHARE HELPS IN BRAND AND PRODUCT POSITIONING THERE BY CREATING BRAND EQUITY IN TODAY S TIME ONLY MULTIPRODUCT MULTIBUSINESS DIVERSIFIED COMPANY CAN SURVIVE IS POSSIBLE BY BCG. PRACTICAL USE MAHINDRA & MAHINDRA ITC BCG MATRIX M&M scorpio Jeep balero 6

7 Vision & Mission statements Vision: Sustain ITC s position as one of India s most valuable corporations through world class performance, creating growing value for the Indian economy and the Company s stakeholders. Mission: To enhance the wealth generating capability of the enterprise in a globalizing environment, delivering superior and sustainable stakeholder value. Business Mix of ITC Ltd. FMCG Cigarettes Foods Lifestyle Retailing Greeting, Gifting & Stationery Safety Matches Agarbattis Paperboards & Packaging Paperboards & Specialty Papers Packaging Business Mix (Cont d) Agri - Business Agri-Exports e-choupal Leaf Tobacco Hotels Group Companies ITC Infotech; etc. Business wise Sales data Business/ Year Growth % Value (Rs in Crore) FMCG-Cigarettes FMCG-Others Hotels Agribusiness Paper & pkg Net revenue

8 Market share of ITC Ltd. Outstanding market leader Cigarettes, Hotels, Paperboards, Packaging and Agri-Exports. Gaining market share Nascent businesses of Packaged Foods & Confectionery, Branded Apparel and Greeting Cards. Segment Dominance Contribution % Revenue PBIT Cigarettes 70% share 77.0% 87.7% Paper & Packg. Agri business Packaging board No. 1 in Asia 1of the largest xporters from India 7.3% 10.7% 7.0% 3.7% Hotels ITC Group ranks No.2 4.3% 5.4% FMCG (Others) 20% share of greeting cards market, 'Aashirvaad' atta is No.1 in branded segment 4.4% -7.5% The BCG Matrix for ITC Ltd. Stars Hotels Paperboards/ Packaging. Agri business. Cows FMCG-Cigarettes? FMCG- Others Dogs Maybe ITC Infotech. CONCLUSION Though BCG MATRIX has its limitations it is one of the most FAMOUS AND SIMPLE portfolio planning matrix,used by large companies having multi-products. 8

ITC Ltd (ITC) was incorporated on August 24, 1910, under the name Imperial Tobacco Company of India Ltd. to make cigarettes and tobacco.

ITC Ltd (ITC) was incorporated on August 24, 1910, under the name Imperial Tobacco Company of India Ltd. to make cigarettes and tobacco. CMP Rs.170 TARGET PRICE Rs.195-200 INVESTMENT Medium term HORIZON RECOMMENDATION BUY DATE 12/01/2011 COMPANY DESCRIPTION ITC Ltd (ITC) was incorporated on August 24, 1910, under the name Imperial Tobacco

More information

Company and Marketing Strategy: Partnering to Build Customer Relationships. Chapter 2

Company and Marketing Strategy: Partnering to Build Customer Relationships. Chapter 2 Company and Marketing Strategy: Partnering to Build Customer Relationships Chapter 2 Strategic planning is defined as: The process of developing and maintaining a strategic fit between the organization

More information

ITC: Organisational Profile

ITC: Organisational Profile ITC: Organisational Profile ITC has been ranked among Asia's 'Fabulous 50' by Forbes magazine ITC Limited is one of India's foremost private sector companies with a market capitalisation in excess of US

More information

Business Environment and Strategy Management Complete Notes

Business Environment and Strategy Management Complete Notes Unit 13 Strategy Formulation and Strategic Choice Strategy formulation is the process of choosing the best possible strategy out of several other strategic options. Strategy formulation is designed to

More information

Business Analysis for Engineers Prof. S. Vaidhyasubramaniam Adjunct Professor, School of Law SASTRA University-Thanjavur

Business Analysis for Engineers Prof. S. Vaidhyasubramaniam Adjunct Professor, School of Law SASTRA University-Thanjavur Business Analysis for Engineers Prof. S. Vaidhyasubramaniam Adjunct Professor, School of Law SASTRA University-Thanjavur Lecture 28 Corporate Portfolio Analysis Last class, we saw about the, Porter s 5-Forces

More information

Simple Planning Process

Simple Planning Process Ibrahim Sameer Strategic Planning A simple view of planning can be remembered through the acronym MOST: Mission the business we are in Objectives what we need to accomplish Strategies in general terms

More information

Management. Part II: Planning Ch. 6. Strategic management

Management. Part II: Planning Ch. 6. Strategic management Management Part II: Planning Ch. 6. Strategic management Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part IV:

More information

Principles of Management Dyck / Neubert. Chapter 9 Strategic Management. Roadmap. Importance of Strategic Management

Principles of Management Dyck / Neubert. Chapter 9 Strategic Management. Roadmap. Importance of Strategic Management Principles of Management Dyck / Neubert Chapter 9 Strategic Management 9 1 Roadmap 9 2 Importance of Strategic Management Why Is Strategic Management Important? Because managers vary in how well they formulate

More information

Learning Outcomes After studying this chapter you should be able to:

Learning Outcomes After studying this chapter you should be able to: Learning Outcomes After studying this chapter you should be able to: 1. Summarize the planning process and describe organizational goals. 2. Discuss the components of strategy and the types of strategic

More information

Chapter Learning Objectives After studying this chapter you should be able to:

Chapter Learning Objectives After studying this chapter you should be able to: Chapter Learning Objectives After studying this chapter you should be able to: 1. Summarize the planning process and describe organizational goals. 2. Discuss the components of strategy and the types of

More information

Lesson 7. Managing Strategy

Lesson 7. Managing Strategy Lesson 7 Managing Strategy Learning Objectives 1. Define strategic management and explain why it s important. 2. Explain what managers do during the six steps of the strategic management process. 3. Describe

More information

Product Life Cycles and the Boston Matrix

Product Life Cycles and the Boston Matrix Product Life Cycles and the Boston Matrix Product Life Cycles and the Boston Matrix Product Life Cycle shows the stages that products go through from development to withdrawal from the market Product Portfolio

More information

Marketing Plans, Branding & Communications

Marketing Plans, Branding & Communications Marketing Plans, Branding & Communications Enterprise & Project Management Please note that these slides are not intended as a substitute to reading the recommended text for this course. Objectives Elements

More information

Strategic management. What is strategic management?

Strategic management. What is strategic management? What is strategic management? Strategic management The set of managerial decisions and actions that determines the long-run performance of an organisation. Robbins, Bergman, Stagg, Coulter: Management

More information

Chapter Objectives. Chapter Objectives. Key Ideas Defining Strategic Planning. Market-Oriented Strategic Planning. Chapter 3

Chapter Objectives. Chapter Objectives. Key Ideas Defining Strategic Planning. Market-Oriented Strategic Planning. Chapter 3 Chapter 3 The Role of Marketing in Strategic Would you tell me, please, which way I ought to go from here? -Alice (from Lewis Carroll s Alice in Wonderland) 2006 Pearson Education, Inc. Marketing for Hospitality

More information

Strategic Management

Strategic Management CHAPTER NINE Strategic Management DETAILED LECTURE OUTLINE I. Importance of strategic management A. Strategic management consists of the analysis and decisions necessary to formulate and implement strategy

More information

Topic 4 - Product. Higher Business Management

Topic 4 - Product. Higher Business Management Topic 4 - Product Higher Business Management 1 Learning Intentions / Success Criteria Learning Intentions Product Success Criteria Learners should be able to describe and explain: the sales revenue/ levels

More information

By CA Anushri Agrawal ( AIR 6 )

By CA Anushri Agrawal ( AIR 6 ) INTERNAL & EXTERNAL ANALYSIS By CA Anushri Agrawal ( AIR 6 ) anulohia.agrawal@gmail.com www.anushriagrawal.com Portfolio Analysis A business portfolio is a collection of businesses and products that make

More information

Marketing management Leonard Walletzký

Marketing management Leonard Walletzký Marketing management Leonard Walletzký Název prezentace v zápatí 1 On previous presentation Motivation Why do we need marketing? Why IT should cooperate and understand marketing? Marketing of services

More information

PRODUCT. Products can also be generally classified as either consumer products or producer products.

PRODUCT. Products can also be generally classified as either consumer products or producer products. 1 PRODUCT Products can be tangible (physical products) or intangible (services). Products must have value added in order to stand any chance of success in the market place. Classification of products Products

More information

Strategy Analysis and Choice. Chapter Five

Strategy Analysis and Choice. Chapter Five Strategy Analysis and Choice Chapter Five Chapter Objectives 1. Describe a three-stage framework for choosing among alternative strategies. 2. Explain how to develop a SWOT Matrix, SPACE Matrix, BCG Matrix,

More information

CHAPTER 9: STRATEGIC MANAGEMENT

CHAPTER 9: STRATEGIC MANAGEMENT COURSE PROGRESS CHAPTER 9: STRATEGIC MANAGEMENT BOH4M Unit 2: Planning, Controlling, and Strategizing Ms. Schirk Ø Unit 1: Management Fundamentals Ø Unit 2: Planning, Controlling, and Strategizing Ø Chapter

More information

When determining a company s weaknesses, you should answer the following questions:

When determining a company s weaknesses, you should answer the following questions: SWOT stands for strengths, weaknesses, opportunities, and threats. A SWOT analysis is a summary of the internal and external environment scanning. The strengths and weakness are identified in the internal

More information

High Performance Business Solutions. Strategic Planning Service. 02 June, MasterKey Business Solutions, Inc. 1

High Performance Business Solutions. Strategic Planning Service. 02 June, MasterKey Business Solutions, Inc. 1 High Performance Business Solutions Strategic Planning Service 02 June, 2011 2010 MasterKey Business Solutions, Inc. 1 Strategic Planning Service Process Overview Strategic Planning Assessment SWOT Internal

More information

Chapter Outline. The importance of strategic management

Chapter Outline. The importance of strategic management Chapter 8 Strategic Management Chapter Outline The importance of strategic management Explain why strategic management is important Discuss what studies of the effectiveness of strategic management have

More information

Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved. FIGURE 2-A How an industry is structured 2-6 FIGURE 2-1 The board of directors oversees the three levels of strategy

More information

THE PRODUCT LIFE CYCLE.

THE PRODUCT LIFE CYCLE. THE PRODUCT LIFE CYCLE BCG MATRIX High Market growth rate Star (Matches growth on PLC) Cash cow Matches Maturity on PLC) Question Mark (or Problem child) Matches introduction on PLC) Dog Matches Decline

More information

Introduction to. Strategic Planning for Competitive Advantage. Copyright Cengage Learning 2013 All Rights Reserved

Introduction to. Strategic Planning for Competitive Advantage. Copyright Cengage Learning 2013 All Rights Reserved Introduction to Strategic Planning for Competitive Advantage Prepared & Designed by Laura Rush, B-Books, Ltd. 1 LO 1 LO 2 Learning Outcomes Understand the importance of strategic planning Define Strategic

More information

Institute of Certified Management Accountants of Sri Lanka Strategic Level November 2014 Examination. Business Strategy and Policy (BSP / SL 2 402)

Institute of Certified Management Accountants of Sri Lanka Strategic Level November 2014 Examination. Business Strategy and Policy (BSP / SL 2 402) Copyright Reserved Serial No Institute of Certified Management Accountants of Sri Lanka Strategic Level November 2014 Examination Examination Date : 23 rd November 2014 Number of Pages : 05 Examination

More information

DYNAMICS OF COMPETITIVE STRATEGY PROF. OM TRIVEDI

DYNAMICS OF COMPETITIVE STRATEGY PROF. OM TRIVEDI CHAPTER 2 DYNAMICS OF COMPETITIVE STRATEGY PROF. OM TRIVEDI By: Competition Competition is a contest between organisms, animals, individuals, groups, etc. Direct competition: Products which perform the

More information

and satisfying customer needs profitably about customers, competitors and market trends through collecting primary and secondary data

and satisfying customer needs profitably about customers, competitors and market trends through collecting primary and secondary data The management process that is responsible for anticipating, identifying and satisfying customer needs profitably Marketing The process of gaining information about customers, competitors and market trends

More information

Marketing Management...

Marketing Management... MARKET ATTRACTIVENESS Marketing Management... 100 Slides Strong BUSINESS STRENGHT Medium Weak High Joints Medium Low Hydraulic Pumps Clutches Flexible Diaphragms Aerospace Fittings Fuel Pumps Relief Valves

More information

The most fundamental method an organization uses to discover consumer needs is marketing research

The most fundamental method an organization uses to discover consumer needs is marketing research The most fundamental method an organization uses to discover consumer needs is marketing research Marketing is considered beneficial because Marketing can improve global competition Marketing creates utility

More information

Organisational Levels of Large Companies: Corporate and Business Strategic Planning: It undertakes four planning activities: Corporate Level

Organisational Levels of Large Companies: Corporate and Business Strategic Planning: It undertakes four planning activities: Corporate Level Market Oriented Strategies Market oriented strategic planning is the managerial process of developing and maintaining a viable fit between the organisation s objectives and resources and the markets ever-changing

More information

Volume No. I Issue No. 19 May 02, 2014 FINANCIAL SUMMARY. SALES OPM OP OTHER PBIDT INTEREST PBDT DEP. PBT TAX PAT EPS* (%) INC.

Volume No. I Issue No. 19 May 02, 2014 FINANCIAL SUMMARY. SALES OPM OP OTHER PBIDT INTEREST PBDT DEP. PBT TAX PAT EPS* (%) INC. For private circulation only Volume No. I Issue No. 19 ITC Terrific consistency Price: Rs 340 Target Price: Rs 410 Sensex: 22,404 Nifty: 6,695 FINANCIAL SUMMARY SALES OPM OP OTHER PBIDT INTEREST PBDT DEP.

More information

Principles of marketing Practice Questions

Principles of marketing Practice Questions Principles of marketing Practice Questions 1. Which marketing orientation assumes people will buy more goods and services if aggressive marketing techniques are used? a. Sales b. Production c. Market d.

More information

ITC LTD BSE NSE

ITC LTD BSE NSE ITC LTD BSE Code: 500875 NSE Code: ITC CMP (22/03/11): `169.75 Eq. Cap (FV `1): `773.73 Crs Market Cap: `1313 Bn Reco: BUY Target Price: `237 Upside: 40% Business Portfolio Cigarettes Foods Personal Care

More information

Chapter 2: Partnering to Build Customer Engagement, Value, and Relationships

Chapter 2: Partnering to Build Customer Engagement, Value, and Relationships Chapter 2: Partnering to Build Customer Engagement, Value, and Relationships 1 2 Learning Objectives After completing this chapter, students will be able to: Explain company-wide strategic planning and

More information

Review. Organization model. Environment. Organizational Goals & Tasks. People. Management. Organizational Structure. Technology.

Review. Organization model. Environment. Organizational Goals & Tasks. People. Management. Organizational Structure. Technology. Review Organization model Environment Organizational Goals & Tasks People Management Organizational Structure Technology Environment Principles of Business/ slide no 2 1 Model of organization: people The

More information

STRATEGIC MANAGEMENT AND BUSINESS POLICY FIRST TERM EXAM, 2007/08 ACADEMIC YEAR

STRATEGIC MANAGEMENT AND BUSINESS POLICY FIRST TERM EXAM, 2007/08 ACADEMIC YEAR STRATEGIC MANAGEMENT AND BUSINESS POLICY FIRST TERM EAM, 2007/08 ACADEMIC YEAR 1.-Explain the difference between direct and indirect activities within the value chain. Clas sify the following activities

More information

2003 Balanced Scorecard Collaborative, Inc. bscol.com. Best Practice Strategy Maps

2003 Balanced Scorecard Collaborative, Inc. bscol.com. Best Practice Strategy Maps Best Practice Strategy Maps Private Sector Strategy Maps Software Company Strategy Map Increase Shareholder Value Leader in Strategic Markets Diversified Revenue Streams Predictable Profitability Intimacy

More information

Marketing Plan. Business Group : Period : Business Unit : Prepared by : Product/Product Line : Date :

Marketing Plan. Business Group : Period : Business Unit : Prepared by : Product/Product Line : Date : Marketing Plan Business Group : Period : Business Unit : Prepared by : Product/Product Line : Date : Marketing Plan Contents : Terms Of Reference... 3 Executive Summary... 3 Business Mission and Vision...

More information

OnLine Case Study resource. Suggested solution Task 4

OnLine Case Study resource. Suggested solution Task 4 OnLine Case Study resource Suggested solution Task 4 The following is a suggested solution to the task and should not be regarded as comprehensive or correct in all aspects. It is intended to indicate

More information

Going Direct to the Farmer: ITC s echoupal initiative

Going Direct to the Farmer: ITC s echoupal initiative Going Direct to the : ITC s echoupal initiative Ravi Anupindi Michigan Business School University of Michigan, Ann Arbor, MI 48105 (anupindi@umich.edu) SCTL Roundtable, July 2004 Background and Credits

More information

Dragon Gate Investment Partners LLC. Fifth Ave. #3010 New York, NY USA T: +1 (212) F: +1 (212) E:

Dragon Gate Investment Partners LLC. Fifth Ave. #3010 New York, NY USA T: +1 (212) F: +1 (212) E: a BREIFING PAPER aaa Dragon Gate Investment Partners LLC Fifth Ave. #3010 New York, NY 10176 USA T: +1 (212) 499-6809 F: +1 (212) 601-2791 E: info@dgipl.com Yuquan Rd A-12 Yuquan Building 5201 Haidian

More information

Lesson-5. Planning-II (Strategic Planning) The lesson is an insight into the following topics related to strategic planning:

Lesson-5. Planning-II (Strategic Planning) The lesson is an insight into the following topics related to strategic planning: Lesson-5 Planning-II (Strategic Planning) Learning Objectives The lesson is an insight into the following topics related to strategic planning: The nature and purpose of strategy The strategic planning

More information

MMK277 Marketing Management Summary Notes

MMK277 Marketing Management Summary Notes MMK277 Marketing Management Summary Notes Topic 1: Definitions: Marketing: [p. 4 ]. The process by which companies create value for customers and build strong customer relationships in order to capture

More information

UNIVERSITY OF PALESTINE. Final Exam 1 st Semester 2013/2014 Total Grade: 60

UNIVERSITY OF PALESTINE. Final Exam 1 st Semester 2013/2014 Total Grade: 60 Dear students, First of all you should to read carefully through all the exam questions, and then you have to attempt the questions that you think you can answer completely. This exam contains four questions,

More information

Summary. H.J. Leavitt model of organization. Model of organization: organizational structure. Model of organization: people

Summary. H.J. Leavitt model of organization. Model of organization: organizational structure. Model of organization: people H.J. Leavitt model of organization Summary Mission goals and objectives Goals hierarchy Tasks Goals, objectives & Tasks People Individual values, beliefs, attitudes, motives, competencies Group behaviour

More information

Company and Marketing Strategy

Company and Marketing Strategy Principles of Marketing Global Edition Kotler and Armstrong Chapter 2: Company and Marketing Strategy Partnering to Build Customer Engagement, Value, and Relationships Copyright 2016 Pearson Education,

More information

The Changing Marketing Environment 2-1

The Changing Marketing Environment 2-1 The Changing Marketing Environment 2-1 Chapter Goals To gain an understanding of: The concept of environmental scanning. How external forces influence a firm s marketing program: Demography, economics,

More information

349. Most new products succeed in the marketplace: true or false?

349. Most new products succeed in the marketplace: true or false? 3.6 Products and brands 349. Most new products succeed in the marketplace: true or false? 350. The use of a name, symbol or design to identify a particular product is known as: a) Advertising b) Promotion

More information

Chart 1.1 The business planning process

Chart 1.1 The business planning process 1 1 Introduction This book is designed for those with an inspired idea who wish to translate it into a successful new business or incorporate it in an existing business. Usually, the first challenge for

More information

Full file at

Full file at Chapter 02 Corporate Strategy Decisions and Their Marketing Implications Multiple Choice Questions 1. Which of the following strategy components address issues such as the time frame in which each target

More information

CHAPTER 9 FUNDAMENTALS OF STRATEGIC MANAGEMENT

CHAPTER 9 FUNDAMENTALS OF STRATEGIC MANAGEMENT CHAPTER 9 FUNDAMENTALS OF STRATEGIC MANAGEMENT Sreenivasan Jayashree & Amin Ansary 1 Learning Outcomes Define Strategic Management. Understand the advantages of Strategic Management. Explain Strategic

More information

Introduction to Strategic Management

Introduction to Strategic Management Introduction to Strategic Management Session 5 Corporate strategy and portfolio management Jens Schmidt I. A company as a diversified portfolio of businesses Managing a business portfolio Nordic USA International

More information

8. A customer feedback survey conducted by an auto dealer found that about 75 percent of customers reported satisfaction with the order processing,

8. A customer feedback survey conducted by an auto dealer found that about 75 percent of customers reported satisfaction with the order processing, ch2 Student: 1. Which of the following strategy components address issues such as the time frame in which each target should be attained and the target level of performance to be achieved on each dimension?

More information

- define a market oriented mission - Setting company s objectives and goals

- define a market oriented mission - Setting company s objectives and goals 1. Creating and capturing customer value WHAT IS MARKETING - Marketing defined - Marketing Process UNDERSTANDING THE MARKETPLACE AND CUSTOMER NEEDS - Customer needs wants and demands - Market offerings:

More information

E2 Enterprise Management Post Exam Guide September General Comments

E2 Enterprise Management Post Exam Guide September General Comments General Comments The overall performance of candidates on this paper was lower than in the comparable re-sit diet in March 2012. Relatively few candidates gained high scoring marks with the majority of

More information

Favorite Business Models...

Favorite Business Models... Favorite Business Models... 30 Slides Powered by www.drawpack.com. All rights reserved. Markets and Structure of Flow Resources Money Resource markets Resources Money Taxes, goods Services, money Manufacturer

More information

Understanding Strategies

Understanding Strategies Understanding Strategies Management control systems and strategies Management control systems are tools to implement strategies. Strategies differ between organizations, And Controls should be tailored

More information

CHAPTER 3- STRATEGIC ANALYSIS

CHAPTER 3- STRATEGIC ANALYSIS CHAPTER 3- STRATEGIC ANALYSIS External analysis leads to identification of opportunities & threats thrown open to org Internal analysis lead to study of strengths & weaknesses which will decide as to what

More information

Market Penetration: a strategy for company growth by increasing sales of current products to current market segments without changing the product.

Market Penetration: a strategy for company growth by increasing sales of current products to current market segments without changing the product. Contrast the following 2 marketing management orientations: The Selling Concept and The Market Concept. Name a market or category where The Selling Concept is still the most popular marketing management

More information

Introduction to Strategic Management

Introduction to Strategic Management Introduction to Strategic Management Session 5 Corporate strategy and portfolio management Jens Schmidt I. A company as a diversified portfolio of businesses Managing a business portfolio Nordic USA International

More information

Answer ALL questions within Section A and TWO questions within Section B.

Answer ALL questions within Section A and TWO questions within Section B. UNIVERSITY OF EAST ANGLIA Norwich Business School January PG Examination 2016-17 STRATEGIC MARKETING MANAGEMENT NBS-7025A Time allowed: 2 hours Answer ALL questions within Section A and TWO questions within

More information

S.M.A.R.T performance objectives of a building

S.M.A.R.T performance objectives of a building S.M.A.R.T performance objectives of a building IGBC 2012 - Hyderabad 1 Scheme of things ITC Ltd Expansion -> Redevelopment Buildings a la Machines Buildings are assets Sustainability Performance and sustainability

More information

BALAKRISHNAN NPM. Evolution of Marketing. Framework for Marketing Strategy. Marketing as Organizational Philosophy. Dr. P.V. (Sundar) Balakrishnan

BALAKRISHNAN NPM. Evolution of Marketing. Framework for Marketing Strategy. Marketing as Organizational Philosophy. Dr. P.V. (Sundar) Balakrishnan Framework for ing Strategy Evolution of ing ing as Organizational Philosophy Dr. P.V. (Sundar) Production Philosophy Selling Philosophy ing Philosophy Managing World-Class Organizations ing Concept This

More information

AIPMM CPM/CPMM Certification Examination GLOSSARY OF TERMS

AIPMM CPM/CPMM Certification Examination GLOSSARY OF TERMS Learn. Apply. Lead AIPMM CPM/CPMM Certification Examination Developed by the Association for International Product Marketing and Management (www.aipmm.com), the Certified Product Manager and Certified

More information

IPCC November STRATEGIC MANAGEMENT Test Code INJ 8010 Branch (MULTIPLE) (Date : ) All questions are compulsory.

IPCC November STRATEGIC MANAGEMENT Test Code INJ 8010 Branch (MULTIPLE) (Date : ) All questions are compulsory. IPCC November 2017 STRATEGIC MANAGEMENT Test Code INJ 8010 Branch (MULTIPLE) (Date : 11.06.2017) (50 Marks) Note: All questions are compulsory. Question 1 (3 marks each) (a) Bargaining power of suppliers:

More information

MARKET ORIENTED STRATEGIC PLANNING.

MARKET ORIENTED STRATEGIC PLANNING. CHAPTER 3. MARKET ORIENTED STRATEGIC PLANNING. Market oriented strategic planning is the managerial process of developing & maintaining a viable fit between an organization objectives/ skills/ resources

More information

Case 5 Reinventing San Miguel Corporation

Case 5 Reinventing San Miguel Corporation Case 5 Reinventing San Miguel Corporation Analysis Prepared by Group 5: Espinosa, Melissa Katherine Francisco, Marvin Importante, Marlyn Magtibay, Roxanne Nito, Orenz Rosapapan, Jennifer Synthesis Established

More information

Segmentation and Targeting

Segmentation and Targeting Segmentation and Targeting Outline The segmentation-targeting-positioning (STP) framework Segmentation The concept of market segmentation Managing the segmentation process Deriving market segments and

More information

Chapter 2. Corporate Strategy Decisions and Their Marketing Implications

Chapter 2. Corporate Strategy Decisions and Their Marketing Implications Chapter 2 Corporate Strategy Decisions and Their Marketing Implications I. Ryanair: Low Prices, High Profits But Increasing Competition discusses Ryanair s use of a straightforward low-cost/low-price corporate

More information

UNIT 2 STRATEGIES AND MANAGEMENT CONTROL

UNIT 2 STRATEGIES AND MANAGEMENT CONTROL UNIT 2 STRATEGIES AND MANAGEMENT CONTROL Strategic and Objectives After studying this unit, you should be able to understand the: Concept of strategy Nature of corporate and business unit strategies Inter-linkages

More information

Chapter 1: INTRODUCTION TO STRATEGIC MARKETING. Chapter 11: Strategic Leadership

Chapter 1: INTRODUCTION TO STRATEGIC MARKETING. Chapter 11: Strategic Leadership Chapter 1: INTRODUCTION TO STRATEGIC MARKETING Learning outcomes After reading this chapter you should be able to: Distinguish between the different levels of strategy and marketing Describe what strategic

More information

ITC LTD. Recommendation. Industry. Add on dips to CMP. Time Horizon Cigarettes, FMCG. Sequential Targets. Rs Rs Rs.

ITC LTD. Recommendation. Industry. Add on dips to CMP. Time Horizon Cigarettes, FMCG. Sequential Targets. Rs Rs Rs. Industry CMP Recommendation Add on dips to Sequential Targets Time Horizon Cigarettes, FMCG Rs. 268.25 Buy at CMP and add on declines Rs. 247-251 Rs. 300-322 3-4 Quarters ITC is one of India's foremost

More information

Preparation and Choice of Methods of Advertising Budget

Preparation and Choice of Methods of Advertising Budget 12 Preparation and Choice of Methods of Advertising Budget Half the money spent on advertisement is wasted, and the trouble is you don t know which half This chapter deals with the budgeting method and

More information

AGRI BUSINESS Mahindra Agri Business

AGRI BUSINESS Mahindra Agri Business AGRI BUSINESS Mahindra Agri Business Copyright 2013 Mahindra Agri Business. All rights reserved. 1 Contents AGRI BUSINESS Micro Irrigation Need for Micro Irrigation Industry size & opportunity EPC Industriè

More information

Marketing: An Introduction, 12e (Armstrong/Kotler) Chapter 2 Company and Marketing Strategy: Partnering to Build Customer Relationships

Marketing: An Introduction, 12e (Armstrong/Kotler) Chapter 2 Company and Marketing Strategy: Partnering to Build Customer Relationships Marketing An Introduction 12th Edition Armstrong Test Bank Full Download: http://testbanklive.com/download/marketing-an-introduction-12th-edition-armstrong-test-bank/ Marketing: An Introduction, 12e (Armstrong/Kotler)

More information

Strategic Planning And The Marketing Process

Strategic Planning And The Marketing Process Strategic Planning And The Marketing Process presented by: Ara$h from Principles of Marketing book chap. 2 Kotler & Armstrong 1 Strategic planning Some excuses for not planning Different types of planning

More information

Farm Credit Canada Annual Report

Farm Credit Canada Annual Report 16 17 2016-17 Annual Report Annual Report 2016-17 19 Agriculture industry overview FCC advances the business of agriculture by lending money to all agriculture sectors, including primary producers, agribusinesses

More information

Marketing: An Introduction, 13e

Marketing: An Introduction, 13e Marketing: An Introduction, 13e (Armstrong) Chapter 2 Company and Marketing Strategy: Partnering to Build Customer Engagement, Value, and Relationships 1) Which of the following is true of strategic planning

More information

Segmentation and Targeting

Segmentation and Targeting Segmentation and Targeting Outline The segmentation-targeting-positioning (STP) framework Segmentation The concept of market segmentation Managing the segmentation process Deriving market segments and

More information

Strategic Marketing Plan. Example Output by EXMAR Summary Document

Strategic Marketing Plan. Example Output by EXMAR Summary Document Strategic Marketing Plan Example Output by EXMAR Summary Document Strategic Marketing Plan International Bearings Ltd Produced by EXMAR on: Generated by: From the EXMAR plan in: This file: 31 July 2000

More information

Marketing An Introduction 13th Edition Armstrong Test Bank Marketing: An Introduction, 13e

Marketing An Introduction 13th Edition Armstrong Test Bank Marketing: An Introduction, 13e Marketing An Introduction 13th Edition Armstrong Test Bank Full Download: http://testbanklive.com/download/marketing-an-introduction-13th-edition-armstrong-test-bank/ Marketing: An Introduction, 13e (Armstrong)

More information

Information Systems Planning and Development Strategies

Information Systems Planning and Development Strategies Information Systems Planning and 5 Development Strategies Jamshid Nazemi 1 IS/IT Strategic planning-lecture Why have an IS/IT Strategy? Systems investments are made that do not support business objectives

More information

Case Study Disney What are its challenges?

Case Study Disney What are its challenges? Case Study Disney What are its challenges? Chapter 2 Company and Marketing Strategy: Partnering to Build Customer Relationships Disney has grown via diversification. Is it too large? Originally known for

More information

Plunkett Research Online Outstanding Business, Industry and Corporate Data in a Powerful Online Service

Plunkett Research Online Outstanding Business, Industry and Corporate Data in a Powerful Online Service Plunkett Research Online Outstanding Business, Industry and Corporate Data in a Powerful Online Service Better User Interface (Mobile-Friendly!) Better Industry Data Better Tools Better Prices When you

More information

This sample includes the PowerPoint slides for Chapter 12, Boston Consulting Group Matrix.

This sample includes the PowerPoint slides for Chapter 12, Boston Consulting Group Matrix. This is a sample of the instructor materials for Michael S. Wayland and Warren G. McDonald, Strategic Analysis for Healthcare: Concepts and Practical Applications. This sample includes the PowerPoint slides

More information

(Refer Slide Time: 00:33)

(Refer Slide Time: 00:33) Strategic Management-The Competitive Edge Prof. R. Srinivasan Department of Management Studies Indian Institute of Science, Bangalore Lecture No. # 24 Functional Strategy- 1 (Refer Slide Time: 00:33) So,

More information

MARKET ORIENTED STRATEGIC PLANNING

MARKET ORIENTED STRATEGIC PLANNING MARKET ORIENTED STRATEGIC PLANNING 2 You know that this is the era of extreme competition. In order to compete and sustain, companies try to create solid customer base by providing satisfaction to them.

More information

THE BUSINESS LIFE CYCLE: AVOIDING DECLINE

THE BUSINESS LIFE CYCLE: AVOIDING DECLINE HYDRA No. 6, 2010 Author: Scott D. Smith, CTP, CIRA THE BUSINESS LIFE CYCLE: AVOIDING DECLINE [CONTACT US TO AUTOMATICALLY RECEIVE HYDRA ARTICLES AND NEWS] There has been much written and discussed regarding

More information

Bharti Airtel Limited

Bharti Airtel Limited Bharti Airtel Limited Annual General Meeting July 19, 2007 Indian telecom growing share in world telecom -Total Telecom Base ~ 23 Crore 3 rd largest in the world - Tele-density ~ 20 % Lowest in the World

More information

Previously on E&I. How to formulate a winning value proposition

Previously on E&I. How to formulate a winning value proposition Previously on E&I How to formulate a winning value proposition A quick recap of Class 5 A two-step process Identify the VP Formulate the VP A tool to validate the core attributes in terms of their Uniqueness

More information

Prabhat Dairy NANYANG. To the Board of Prabhat Dairy From Nanyang Consulting

Prabhat Dairy NANYANG. To the Board of Prabhat Dairy From Nanyang Consulting Prabhat Dairy To the Board of Prabhat Dairy From Nanyang Consulting Nanyang Business School Deeksha Bajaj Bohao Zou Zeeshan Ashraf Wendell Shirley Agenda Problem Statement Analysis Recommendation Evaluation

More information

Chapter 2: The Marketing Implications of Corporate and Business Strategies

Chapter 2: The Marketing Implications of Corporate and Business Strategies Chapter 2: The Marketing Implications of Corporate and Business Strategies Take-Aways 1. Marketing perspectives lie at the heart of strategic decision making, whether at the corporate, business-unit, or

More information

Corporate Social Responsibilities with Reference To ITC Ltd. A Case Study

Corporate Social Responsibilities with Reference To ITC Ltd. A Case Study Corporate Social Responsibilities with Reference To ITC Ltd. A Case Study Venukumar G,Asst. Professor, jayamukhi Institute of technological sciences, Narsampet, Warangal Abstract Corporate Social Responsibility

More information

Chapter 8: THE MARKETING PLAN. Chapter 11: Strategic Leadership

Chapter 8: THE MARKETING PLAN. Chapter 11: Strategic Leadership Chapter 8: THE MARKETING PLAN Learning outcomes After reading this chapter, you will be able to: Plan segmentation, targeting, and positioning Plan direction, objectives and marketing support Develop marketing

More information

Master of Business Administration. Strategic Marketing

Master of Business Administration. Strategic Marketing Master of Business Administration Module 3 Strategic Marketing Submitted by: Mohammed Hassan Sidahmed Student ID # 069017970 Intake: October 2006 1 Strategic Marketing Explain how the Ansoff matrix can

More information

FOR MORE PAPERS LOGON TO

FOR MORE PAPERS LOGON TO MGT301 - Principles of Marketing When Olympia Carpets develops new carpets that are highly stain resistant and durable, it must educate consumers about the product's benefits. This activity calls for which

More information