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The growth–share matrix (aka the product portfolio,〔 BCG-matrix, Boston matrix, Boston Consulting Group analysis, portfolio diagram) is a chart that was created by Bruce D. Henderson for the Boston Consulting Group in 1970 to help corporations to analyze their business units, that is, their product lines. This helps the company allocate resources and is used as an analytical tool in brand marketing, product management, strategic management, and portfolio analysis. Analysis of market performance by firms using its principles has recently called its usefulness into question.〔Competitor-oriented Objectives: The Myth of Market Share http://cogprints.org/5196/1/myth_of_market_share.pdf〕 == Overview == To use the chart, analysts plot a scatter graph to rank the business units (or products) on the basis of their relative market shares and growth rates. *''Cash cows'' 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 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. *''Dogs'', more charitably called ''pets'', are units with low market share in a mature, slow-growing industry. These units typically "break even", generating barely enough cash to maintain the business's market share. Though 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. They depress a profitable company's return on assets ratio, used by many investors to judge how well a company is being managed. ''Dogs'', it is thought, should be sold off. *''Question marks'' (also known as problem children) are business operating in a high market growth, but having a low market share. 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. Question marks must be analyzed carefully in order to determine whether they are worth the investment required to grow market share. *''Stars'' are units with a high market share in a fast-growing industry. They are graduated ''question marks'' with a market or niche leading trajectory, for example: amongst market share front-runners in a high-growth sector, and/or having a monopolistic or increasingly dominant USP with burgeoning/fortuitous proposition drive(s) from: novelty (e.g. Last.FM upon CBS Interactive's due diligence), fashion/promotion (e.g. newly prestigious celebrity branded fragrances), customer loyalty (e.g. greenfield or military/gang enforcement backed, and/or innovative, grey-market/illicit retail of addictive drugs, for instance the British East India Company's, late-1700s opium-based Qianlong Emperor embargo-busting, Canton System), goodwill (e.g. monopsonies) and/or gearing (e.g. oligopolies, for instance Portland cement producers near boomtowns), etc. The hope is that stars become next cash cows. :Stars require high funding to fight competitions and maintain a growth rate. When industry growth slows, if they remain a niche leader or are amongst market leaders they have been able to maintain their category leadership stars become cash cows, else they become dogs due to low relative market share. As a particular industry matures and its growth slows, all business units become either ''cash cows'' or ''dogs''. The natural cycle for most business units is that they start as ''question marks'', then turn into ''stars''. Eventually the market stops growing thus the business unit becomes a ''cash cow''. At the end of the cycle the cash cow turns into a ''dog''. As BCG stated in 1970: Only a diversified company with a balanced portfolio can use its strengths to truly capitalize on its growth opportunities. The balanced portfolio has: 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「Growth–share matrix」の詳細全文を読む スポンサード リンク
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