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After its well known growth-share matrix the Boston Consulting Group subsequently developed another, much less widely reported, matrix which approached the economies of scale decision rather more directly. This is known as their Advantage Matrix. The matrix was published in a 1981 Perspective titled, "Strategy in the 1980s" by Richard Lochridge.〔(【引用サイトリンク】url=http://www.bcg.com/about_bcg/history/history_1981.aspx )〕 ==Overview== Similar to the growth-share matrix, the Advantage Matrix groups businesses into four categories. These are volume, stalemated, specialized and fragmented businesses. However this matrix takes as its axes the two contrasting alternatives, economies of scale (described by them as `potential size of advantage') against differentiation (shown as `number of approaches to achieving advantage'). In essence, the former category covers the approach described in the more popular growth-share matrix, while the latter represents the approach (described by Michael Porter) of differentiating products so that they do not compete head-on with their competitors. * Volume business. In this case there are considerable economies of scale, but few opportunities for differentiation. This is the classic situation in which organizations strive for economies of scale by becoming the volume, and hence cost, leader. Examples are volume cars and consumer electronics. * Stalemated business. Here there is neither the opportunity for differentiation nor economies of scale; examples are textiles and shipbuilding. The main means of competition, therefore, has been reducing the `factor costs' (mainly those of labor) by moving to locations where these costs are lower, even to different countries in the developing world. * Specialized business. These businesses gain benefits from both economies of scale and differentiation (often characterized by experience effects in their own, differentiated, segment); examples being branded foods and cosmetics. The main strategies are focus and segment leadership. * Fragmented business. These organizations also gain benefit from differentiation, particularly in the services sector, but little from economies of scale; examples being restaurants and job-shop engineering. Competition may be minimized by innovatory differentiation. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Boston Consulting Group's Advantage Matrix」の詳細全文を読む スポンサード リンク
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