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Enterprise Strategy/AW/04

            Arj Wignaraja
Sales Volume
                               Profits
Sales Volume                   Cash flow
   D           I   G   M   D
   e           n   r   a   e
   v           t   o   t   c
   e           r   w   u   l
   l           o   t   r   i
   o           d   h   i   n
   p           u       t   e
   m           c       y
   e           t
   n           i
   t           o
               n
                                      Time
Reposition the
Modify the Product   Modify the Market
                                            Product
04 e3 product lifecycle, product portfolio lecture notes
Sales Volume




               Time
Relative Market Share
                                    10X    5X             1X               0.5X   0.1X

                                    High                                          Low
                             High




                        20
Market Growth Rate, %




                                                Cash Neutral   Cash User
                        10
                                           Cash Generator      Cash Neutral
                             Low




                        0
04 e3 product lifecycle, product portfolio lecture notes
04 e3 product lifecycle, product portfolio lecture notes
04 e3 product lifecycle, product portfolio lecture notes
04 e3 product lifecycle, product portfolio lecture notes
Business Strength Factors
                                           High        Medium           Low
Market Attractiveness Factors



                                          Invest to   Invest to     Invest to
                                High


                                            hold      penetrate      rebuild
                                Medium




                                                                        Low
                                         Invest to     Selective
                                                                   investment/
                                         penetrate    investment
                                                                    divestment


                                          Selective       Low
                                Low




                                                                   Divestment
                                         investment   investment

More Related Content

04 e3 product lifecycle, product portfolio lecture notes

  • 2. Sales Volume Profits Sales Volume Cash flow D I G M D e n r a e v t o t c e r w u l l o t r i o d h i n p u t e m c y e t n i t o n Time
  • 3. Reposition the Modify the Product Modify the Market Product
  • 6. Relative Market Share 10X 5X 1X 0.5X 0.1X High Low High 20 Market Growth Rate, % Cash Neutral Cash User 10 Cash Generator Cash Neutral Low 0
  • 11. Business Strength Factors High Medium Low Market Attractiveness Factors Invest to Invest to Invest to High hold penetrate rebuild Medium Low Invest to Selective investment/ penetrate investment divestment Selective Low Low Divestment investment investment

Editor's Notes

  1. Introduction early adoptersGrowth early majorityMaturity late majorityDecline -- laggardsGreatest challenge is crossing the chasm between early adopters and early majority/
  2. Four factors that trigger a repositioning action are:Reacting to a Competitors Position -- Competitors position is adversely affecting sales and market share. Reaching a New Market -- Repositioning a product allows it to reach a new market. Catching a Rising Trend -- Changing consumer trends can also lead to repositioning a product. Changing the Value Offered Trading up or Trading down
  3. Introduction early adoptersGrowth early majorityMaturity late majorityDecline -- laggardsGreatest challenge is crossing the chasm between early adopters and early majority/
  4. The position of the SBU or product in the nine cell matrix will again lead to six normative strategies (rather than the three prescriptions in the BCG matrix) and, it is claimed, the analyst is offered sharper positioning options and strategic choices than with the BCG matrix.Those normative strategies are:1. Invest to hold: Incremental investment in the SBU by the marginal amount necessary to offset any potential erosion due to external forces.2. Invest to penetrate: Increased investment with a view to increase the business strength of the SBU or product.3. Invest to rebuild: Investment to counter any damage done by other strategies that are no longer achievingoptimal results.4. Selective investment: Investment in SBUs that offer a marginal return through a favourable cost/benefit ratio. Allow those with an unfavourable cost/benefit ratio to decline.5. Low investment: By minimising investment, pursue a harvesting strategy and release cash for other investments.6. Divestment: Exit the market.Pros:The model uses a richer set of analytical variables and allows the analyst greater flexibility. The greater flexibility arises since, firstly, a larger set of variables is included in each of the parameters and, secondly, because the importance of the variables can be weighted to indicate their relative importance when the position on the axes is calculated.Cons: This model still suffers from the criticism of offering prescriptive solutions and, as such, should only really be considered as a descriptive model.