This PPT slide, part of the 407-slide Complete Business Frameworks Reference Guide PowerPoint presentation, presents a growth share matrix, which categorizes business units based on their market growth rate and relative market share. It outlines four quadrants: Stars, Dilemmas, Cash Cows, and Dogs, each representing distinct strategic positions within the market. The positioning of these units provides insights into expected cash characteristics. For instance, Stars are expected to generate significant cash flow, while Dogs may not contribute positively to cash generation.
The matrix also includes strategic prescriptions for each quadrant. For Stars, the recommendation is to build or hold market share selectively, capitalizing on their strong position. Dilemmas, on the other hand, require careful management as they represent a mix of potential and risk. Cash Cows are advised to hold or harvest, allowing for reinvestment in other areas. Dogs should be approached with caution, with a recommendation to withdraw or harvest share.
The slide emphasizes the importance of measuring both relative market share and industry growth rate, indicating that these metrics are critical for effective strategic decision-making. It also cautions against using the matrix as a standalone tool, suggesting that it should be integrated with other analytical methods, such as scenario modeling, for a more comprehensive view.
Overall, the growth share matrix serves as a valuable framework for executives seeking to assess their business units' positions and make informed strategic choices. Understanding where each unit stands can guide resource allocation and investment decisions, ultimately driving organizational success.
This slide is part of the Complete Business Frameworks Reference Guide PowerPoint presentation.
This robust 400+ slide presentation is created by former McKinsey, BCG, Deloitte, EY, and Capgemini consultants. It includes over 50+ frameworks commonly used by tier 1 global consulting firms on projects with Fortune 500 clients.
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