BCG Matrix and VRIO Framework for Dialpad Communications A

Posted by Sophia Morgan on Jul-30-2018

BCG Matrix

The BCG matrix is a strategic management tool that was created by the Boston Consulting Group, which helps in analysing the position of a strategic business unit and the potential it has to offer. The matrix consists of 4 classifications that are based on two dimensions. These first of these dimensions is the industry or market growth. The other of these dimensions is the relative market share of the strategic business unit. Strategic business units are placed in one of these 4 classifications. The BCG matrix for Dialpad Communications A will help decide on the strategies that can be implemented for its strategic business units.

Strategic business units with high market growth rate and high relative market share are called stars. Businesses should invest in their stars and can implement vertical integration, market penetration, product development, market development, and horizontal integration strategies. Strategic business units with high market growth rate and low relative market share are called question marks. These strategic business units require close considerations whether the business should continue with them or divest. Strategic business units with low market growth rate but with high relative market share are called cash cows. The business should invest in these to maintain their relative market share. Lastly, the strategic business units with low market growth rate and low relative market share are called dogs. The business should divest these strategic business units.

BCG Matrix of Dialpad Communications A

The BCG Matrix for Dialpad Communications A will help Dialpad Communications A in implementing the business level strategies for its business units. The analysis will first identify where the strategic business units of Dialpad Communications A fall within the BCG Matrix for Dialpad Communications A.

Stars

• The financial services strategic business unit is a star in the BCG matrix of Dialpad Communications A. It operates in a market that shows potential in the future. Dialpad Communications A earns a significant amount of its income from this SBU. Dialpad Communications A should vertically integrate by acquiring other firms in the supply chain. This will help it in earning more profits as this Strategic business unit has potential.
• The Number 1 brand Strategic business unit is a star in the BCG matrix of Dialpad Communications A, and this is also the product that generates the greatest sales amongst its product portfolio. The potential within this market is also high as consumers are demanding this and similar types of products. Dialpad Communications A should undergo a product development strategy for this SBU, where it develops innovative features on this product through research and development. This will help Dialpad Communications A by attracting more customers and increases its sales.
• The Number 2 brand Strategic business unit is a star in the BCG matrix of Dialpad Communications A as Dialpad Communications A has a 20% market share in this category. It also the market leader in this category. The overall category is expected to grow at 5% in the next 5 years, which shows that the market growth rate is expected to remain high. Dialpad Communications A should use its current products to penetrate the market. This could be done by improving its distributions that will help in reaching out to untapped areas. This will help increase the sales of Dialpad Communications A.

Cash Cows

• The supplier management service strategic business unit is a cash cow in the BCG matrix of Dialpad Communications A. This has been in operation for over decades and has earned Dialpad Communications A a significant amount in revenue. The market share for Dialpad Communications A is high, but the overall market is declining as companies manage their supplier themselves rather than outsourcing it. The recommended strategy for Dialpad Communications A is to stop further investment in this business and keep operating this strategic business unit as long as its profitable.
• The Number 3 brand strategic business unit is a cash cow in the BCG matrix of Dialpad Communications A. This is an innovative product that has a market share of 25% in its category. Dialpad Communications A is also the market leader in this category. The overall category has been declining slowly in the past few years. Dialpad Communications A has the power to influence the market as well in this category. It should, therefore, invest in research and development so that the brand could be innovated. This will help the category grow and will turn this cash cow into a star. The overall benefit would be an increase in sales of Dialpad Communications A.
• The international food strategic business unit is a cash cow in the BCG matrix for Dialpad Communications A. This business unit has a high market share of 30% within its category, but people are now inclined less towards international food. This change in trends has led to a decline in the growth rate of the market. The recommended strategy for Dialpad Communications A is to invest enough to keep this strategic business unit under operations. If it no longer remains profitable and turns into a dog, then Dialpad Communications A should divest this strategic business unit.

Question Marks

• The local foods strategic business unit is a question mark in the BCG matrix for Dialpad Communications A. The recent trends within the market show that consumers are focusing more towards local foods. Therefore, this market is showing a high market growth rate. However, Dialpad Communications A has a low market share in this segment. The recommended strategy for Dialpad Communications A is to invest in research and development to come up with innovative features. This product development strategy will ensure that this strategic business unit turns into a cash cow and brings profits for the company in the future.
• The Number 4 brand strategic business unit is a question mark in the BCG matrix for Dialpad Communications A. This strategic business unit is a part of a market that is rapidly growing. However, this strategic business unit has been incurring losses in the past few years. It has also failed in the attempts made at innovation by research and development teams. The recommended strategy for Dialpad Communications A is to divest and prevent any future losses from occurring.
• The confectionery strategic business unit is a question mark in the BCG matrix for Dialpad Communications A. The confectionery market is an attractive market that is growing over the years. However, Dialpad Communications A has a low market share in this attractive market. The low sales are as a result of low reach and poor distribution of Dialpad Communications A in this segment. The recommended strategy for Dialpad Communications A is to undergo market penetration, where it pushes to make its product present on more outlets. This will ensure increased sales for Dialpad Communications A and convert this strategic business unit into a cash cow.

Dogs

• The plastic bags strategic business unit is a dog in the BCG matrix of Dialpad Communications A. This strategic business unit has been in the loss for the last 5 years. It also operates in a market that is declining due to greater environmental concerns. The recommended strategy for Dialpad Communications A is to divest this strategic business unit and minimise its losses.
• The Number 5 brand strategic business unit is a dog in the BCG matrix for Dialpad Communications A. This is operating in a market segment that is declining in the past 5 years. The company also has negative profits for this strategic business unit. However, it is expected that the market will grow in the future with environmental changes that are occurring. The recommended strategy for Dialpad Communications A is to invest in the business enough to convert into a cash cow. This will ensure profits for Dialpad Communications A if the market starts growing again in the future.
• The synthetic fibre products strategic business unit is a dog in the BCG matrix of Dialpad Communications A. The market for such products has been declining, and as a result of this decline, Dialpad Communications A has been facing a loss in the past 3 years. The market share for it is also less than 5%. The recommended strategy for Dialpad Communications A is to divest this strategic business unit to minimise any further losses.
• The artificially flavoured products strategic business unit is a dog in the BCG matrix for Dialpad Communications A. These products were launched recently, with the prediction that this segment would grow. However, with increasing health consciousness, people are now refraining from consumption of artificial flavours. The market is shrinking, and Dialpad Communications A has no significant market share. The recommended strategy for Dialpad Communications A is to call back this product.

Some of the strategic business units identified in the BCG matrix for Dialpad Communications A have the potential of changing from their current classification. For example, a dog changing to a cash cow. These have been identified in the BCG matrix of Dialpad Communications A and recommended strategies to ensure such change have also been made.

VRIO Framework

The VRIO Framework or VRIO analysis is a strategic management tool that is used to analyse a firm’s internal strengths and resources. It helps identify which one of its internal strengths and resources can be a source of sustained competitive advantage. The analysis is based on the idea that a firm’s internal resources are a source of sustained competitive advantage if they are valuable, rare, cannot be imitated by competition, and are organised to capture value for the organisation. The VRIO analysis requires looking at a firm's resources based on these 4 factors.

Based on the analysis, each resource can either provide a sustained competitive advantage, has a good competitive advantage, temporary competitive advantage, competitive parity or competitive disadvantage. A sustained competitive advantage exists when a resource is valuable, rare, non-imitable and organised. A good competitive advantage occurs if it is valuable, rare, and non-imitable. A temporary competitive advantage exists if it is valuable and rare. A competitive parity occurs if it is only valuable. Lastly, the resource is a competitive disadvantage if it is neither of the 4. The analysis takes place in this order by first assessing whether a resource is valuable, rare, imitable and organised.