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The growth–share matrix [2] (also known as the product portfolio matrix, [3] Boston Box, BCG-matrix, Boston matrix, Boston Consulting Group portfolio analysis and portfolio diagram) is a matrix used to help corporations to analyze their business units, that is, their product lines.
The Ansoff matrix is a useful tool for organizations wanting to identify and explore their growth options. Although the risk varies between quadrants, with diversification being the riskiest, [ 9 ] it can be argued that if an organization diversifies its offering successfully into multiple unrelated markets then, in fact, its overall portfolio ...
Market penetration is one of the four growth strategies of the Product-Market Growth Matrix as defined by Ansoff. Market penetration occurs when a company penetrates a market in which current or similar products already exist. A way to achieve this is by gaining competitors' customers (part of their market share).
The precise location is determined by the two axes, market Growth as the Y axis, Market Share as the X axis. Alternatively, changes over or two years can be shown by shading or other differences in design.xx. [3] Star products currently have high growth and high market-share. The Question Mark identifies products with low share but high growth.
Market Share is the breakup of market size in percentage terms, to help identify the top players, the middle and the "minnows" of the marketplace, based on the volume of business conducted; Market Segmentation Some of the factors that determine the market are price, quality, speed of service, ease of maintenance, and points of distribution.
The growth-share matrix—or BCG Matrix, as it came to be known—is a managerial tool used to visually represent a company's portfolio. It is a two-by-two matrix, which divides the dimensions of relative market share (x-axis) and market growth (y-axis) into four quadrants.
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Porter's explanation of this is that firms with high market share were successful because they pursued a cost leadership strategy and firms with low market share were successful because they used market segmentation to focus on a small but profitable market niche. Firms in the middle were less profitable because they did not have a strategy.