《数据分析与应用》课件-Boston matrix method1-Recording courses

Bostonmatrixmethod1.BostonMatrixOrigin2.BostonMatrixCognition3.BostonMatrixApplication4.CourseSummaryContents1.BostonMatrixOrigin

BostonConsultingGroupmethod(alsoknownastheBostonMatrix,FourQuadrantAnalysis,orProductFamilyStructureManagement)isamethodforplanningenterpriseproductportfoliospioneeredbytheBostonConsultingGroup,alargeAmericanbusinessconsultingcompany.1.BostonMatrixOrigin

Inmidtolate1960s,afterexperiencingtheprosperityperiodofWorldWarII,theUnitedStatesenteredalow-speed,slowgrowthstage,andmostcompaniesfacedtheproblemofgraduallysaturatedmarketcapacity.Largechangesinmarketdemandandshortenedproductlife-cycle.Advancedcompetitionledtoadecreaseinaverageenterprisesrevenue.Amongthem,themostsignificantisimpactonenterpriseswithcrossindustryandmultiplebusinesstypes.

BostonConsultingGroupconductedathree-yearsurveyof620productsproducedby57Americancompanies,andfoundacommonpattern:companieswithhighmarketsharehavegoodquality,ahighproportionofresearchanddevelopmentandpromotionalexpensesinsales,andahighprofitmarginonfunds.Incontrary,companieswithlowmarketsharehavelowcapitalutilizationrates.1.BostonMatrixOrigin

Thekeytotheproblemistosolvehowtomaketheproductvarietyandstructureoftheenterprisesuitableforchangesinmarketdemand,onlyinthiswaycantheproductionoftheenterprisebemeaningful.1.BostonMatrixOrigin2.BostonMatrixCognition

BostonMatrixconfirmsthattherearegenerallytwobasicfactorsthatdetermineproductstructure:-Marketgravity-Corporatestrength

Therelationshiptheyreflectis:·Themarkethasastrongattractionandahighsalesgrowthrate,whichcanshowagoodprospectforproductdevelopment.Enterprisesalsohavecorrespondingadaptabilityandstrongstrength.·Ifonlythemarketattractionisstrongandthereisnocorrespondingmarketshare,itindicatesthattheenterprisedoesnothavesufficientstrength,andtheproductcannotdevelopsmoothly.Onthecontrary,productswithstrongcorporatestrengthandlowmarketattractivenessalsoindicatepoormarketprospectsfortheproduct.2.BostonMatrixCognitionHighsalesgrowthandhighmarketshare,namelystarproducts.Lowsalesgrowthandlowmarketshare,namely‘thindog’products.Highgrowthandlowmarketshare,namelyquestionmarkproducts.Lowgrowthandhighmarketshareisnowknownasbullproducts.2.BostonMatrixCognitionTheverticalaxisrepresentsthemarketgrowthrate,whichreferstothepercentageofmarketsalesgrowthforacertainbusinessintheindustrywheretheenterpriseislocatedinthepasttwoyears.Usually,a10%averagegrowthrateisusedastheboundarybetweenhighandlowgrowth.2.BostonMatrixCognitionThehorizontalaxisrepresentstherelativemarketshareofacompanyintheindustry,whichreferstotheratioofthemarketshareofacertainbusinesstothemarketshareofthelargestcompetitorinthatmarket.Thedividinglineforrelativemarketshareis1.0,dividedintotworegions:highandlow.2.BostonMatrixCognitionSalesgrowthrate=currentyear'ssalesgrowth/totalsalesofthepreviousyear,i.e.(currentyear'ssales-previousyear'ssales)/totalsalesofthepreviousyear2.BostonMatrixCognitionMarketsharecanalsobedividedintorelativemarketshareorabsolutemarketshare,andthebasiccalculationformulais:theabsolutemarketshareofacertainproductofanenterprise=thesalesvolumeoftheenterprise/thetotalsalesvolumeoftheproductinthemarket.2.BostonMatrixCognitionTherelativemarketshareofacertainproductinourcompany=themarketshareofthisproduct/themarketshareoftheproductwiththelargestmarketshare(orspecificcompetitors).2.BostonMatrixCognition3.BostonMatrixApplicationInordertomaintainthecurrenthighgrowthrateandfurtherexpandmarketshare,itwilloccupyalargeamountoffundsfortheenterpriseuntilthisproductgroupbecomesabullproduct.Thecompetitivestrategythatshouldbeadoptedistomaintainorincreasefinancialsupport,activelyexpandeconomicscaleandmarketopportunities,aimforlong-terminterests,increasemarketshare,andstrengthencompetitiveposition.3.1StarproductsThistypeofproducthasenteredamaturestageanddoesnotrequireexcessiveinvestmentfromtheenterprise.Itcanbringacontinuousstreamofprofitstotheenterprise,becomingthebackingfortheenterprisetorecoverfundsandsupportinvestmentinotherproducts,especiallycelebrityproducts.Thecompetitivestrategythatshouldbeadoptedistoconsolidatethecurrentmarketshareandfurthersubdividethemarket;Considerenteringthesecondgrowthcurvefortheproduct.3.2Cashcowproducts3.BostonMatrixApplicationThereisapossibilityofturningtocelebrityproductsorfallingintothindogproducts.Ifmaintenanceisneeded,italsorequirescontinuousinvestmentfromtheenterprise.Somenewlylaunchedproductsthathavefailedtoexplorethemarketareallinthisquadrant.Thecompetitivestrategytobeadoptedistoadoptaselectiveinvestmentstrategy.3.3Questionmarks3.BostonMatrixApplicationLowprofitmargin,breakevenorlossmaking,highdebtratio,andcannotbringprofitstotheenterprise.Thecompetitivestrategytobeadoptedistoreducebatchsize,graduallywithdrawfromthemarket,andfocusresourcesonstarproductsandpromisingproblemproducts.3.4Thindogproducts3.BostonMatrixApplicationQuestionmarksRevenuecharacteristics:low,unstable,butgrowingCashflow:negativeStrategy:Determinewhetherthebusinesscandevelopintoa"star"businessordegenerateintoa"thindog"businessthroughbusinessanalysisStarproductsRevenuecharacteristics:high,stable,growingCashflow:neutralStrategy:ContinuetoinvestandpromotegrowthThindogproductsRevenuecharacteristics:lowandunstableCashflow:neutralornegativeStrategy:divestmentCashcowproductsRevenuecharacteristics:highandstableCashflow:highandstableStrategy:Maximizeextraction3.BostonMatrixApplication4.CourseSummary

TheBostonMatrixanalyzesanddeterminesacompany'sproductstructurethroughsalesgrowthrateandmarketshare,catego