- 1
- 2
- 3
- 4
- 5
- 6
- 7
- 8
- 9
- 10
- 11
- 12
- 13
- 14
- 15
- 16
- 17
- 18
- 19
- 20
- 21
- 22
- 23
- 24
- 25
- 26
- 27
- 28
- 29
- 30
- 31
- 32
- 33
- 34
- 35
- 36
- 37
- 38
- 39
- 40
BCG Matrix and VRIO Framework for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images
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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images
The BCG Matrix for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images will help Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images in implementing the business level strategies for its business units. The analysis will first identify where the strategic business units of Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images fall within the BCG Matrix for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images.
Stars
- The financial services strategic business unit is a star in the BCG matrix of Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images. It operates in a market that shows potential in the future. Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images earns a significant amount of its income from this SBU. Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images, 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. Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images should undergo a product development strategy for this SBU, where it develops innovative features on this product through research and development. This will help Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images by attracting more customers and increases its sales.
- The Number 2 brand Strategic business unit is a star in the BCG matrix of Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images as Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images 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. Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images.
Cash Cows
- The supplier management service strategic business unit is a cash cow in the BCG matrix of Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images. This has been in operation for over decades and has earned Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images a significant amount in revenue. The market share for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images is high, but the overall market is declining as companies manage their supplier themselves rather than outsourcing it. The recommended strategy for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images. This is an innovative product that has a market share of 25% in its category. Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images is also the market leader in this category. The overall category has been declining slowly in the past few years. Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images.
- The international food strategic business unit is a cash cow in the BCG matrix for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images. 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images is to invest enough to keep this strategic business unit under operations. If it no longer remains profitable and turns into a dog, then Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images should divest this strategic business unit.
Question Marks
- The local foods strategic business unit is a question mark in the BCG matrix for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images. 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, Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images has a low market share in this segment. The recommended strategy for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images. 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images is to divest and prevent any future losses from occurring.
- The confectionery strategic business unit is a question mark in the BCG matrix for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images. The confectionery market is an attractive market that is growing over the years. However, Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images has a low market share in this attractive market. The low sales are as a result of low reach and poor distribution of Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images in this segment. The recommended strategy for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images is to undergo market penetration, where it pushes to make its product present on more outlets. This will ensure increased sales for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images. 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images. 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images is to invest in the business enough to convert into a cash cow. This will ensure profits for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images if the market starts growing again in the future.
- The synthetic fibre products strategic business unit is a dog in the BCG matrix of Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images. The market for such products has been declining, and as a result of this decline, Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images has been facing a loss in the past 3 years. The market share for it is also less than 5%. The recommended strategy for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images. 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images has no significant market share. The recommended strategy for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images is to call back this product.
Some of the strategic business units identified in the BCG matrix for Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images 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 Explaining the Gap Between Compulsive and Non-compulsive Buyers Regarding Their Actual Ideal Self-discrepancies How Different Actually Are Their Ideal Images 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.
References
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
Barney, J. (2002). Gaining and Sustaining Competitive Advantage, 2nd ed. Prentice Hall, Upper Saddle River, NJ.
Cardeal, N., & Antonio, N. S. (2012). Valuable, rare, inimitable resources and organization (VRIO) resources or valuable, rare, inimitable resources (VRI) capabilities: What leads to competitive advantage?
Hambrick, D. C., MacMillan, I. C., & Day, D. L. (1982). Strategic attributes and performance in the BCG matrix—A PIMS-based analysis of industrial product businesses. Academy of Management Journal, 25(3), 510-531.
Jurevicius, O. (2013a). VRIO Framework. Retrieved from https://www.strategicmanagementinsight.com/tools/vrio.html
Jurevicius, O. (2013b). BCG growth-share matrix. Retrieved from https://www.strategicmanagementinsight.com/tools/bcg-matrix-growth-share.html
Knott, P. J. (2015). Does VRIO help managers evaluate a firm’s resources? Management Decision, 53(8), 1806-1822.
Seeger, J. A. (1984). Research note and communication. Reversing the images of BCG's growth/share matrix. Strategic Management Journal, 5(1), 93-97.
Smith, M. (2002). Derrick's Ice–Cream Company: applying the BCG matrix in customer profitability analysis. Accounting education, 11(4), 365-375.
Warning! This article is only an example and cannot be used for research or reference purposes. If you need help with something similar, please submit your details here.
Rebecca Micheal
5.0
I've been using this service for two years, and besides some minor errors, the papers are always fine. Thank you so much!
Li Wang
5.0
Writers are intelligent guys and prices are affordable. Keep it up guys.
Sagar Jonathan
5.0
Obtained the excellently structured and perfectly explained assignment in the shortest time period from here. Highly recommended!
Isabel Blake
5.0
Good performance and I’ll be in touch with you guys again! This essay writing is much more than I expected. Thank you for the detailed, original and fantastic work!
Next Articles
- A Study On Customer Satisfaction, Service Quality And Company Image: An Empirical Analysis Bcg Matrix
- Me, We, Or Thee? A Perceived Control Perspective On Consumer Decision Autonomy Bcg Matrix
- Empirical Generalisations In Marketing: An In Depth Analysis Of The Concept Bcg Matrix
- The New Paradigm Of Direct Marketing Research: Not The Old Or The New, But A Merging Of The Two Bcg Matrix
- Increasing Response Rate In Industrial Mail Surveys: The Effect Of Respondent Involvement In Sweepstakes Incentive Bcg Matrix
- The Health Oriented Market: A Lifestyle Model, Empirical Test, And Implications For Market Segmentation Strategy Bcg Matrix
- Marketing Strategy Effectiveness In Nigerian Banks Bcg Matrix
- Relationship Marketing: Japanese Style Bcg Matrix
- Marketing Concepts For Banking In The New Millennium Bcg Matrix
- Consumer Product Quality And The Optimal Choice: A Perfect Information Frontier Approach Bcg Matrix
Previous Articles
- Matching Sales Management Behavior With Organizational Strategy Bcg Matrix
- Value Based Marketing: A New Perspective Bcg Matrix
- Family Durable Goods Decision Making Behavior: Implications For Marketing Strategy Bcg Matrix
- A Comparative Study Of Two Approaches To Modeling Consumer Preferences Bcg Matrix
- A New Seven Dimensional Approach To Measuring The Retail Image Construct Bcg Matrix
- Overmarketing Bcg Matrix
- Advertising, Firm Size And Profitability In The Service Sector Bcg Matrix
- Expanding The Use Of Focus Groups In The Nonprofit Sector Bcg Matrix
- An Evaluation Of The Marketing Strategies Of Nigerian Insurance Companies Bcg Matrix
- Exploring Xers And Boomers On Perceived Value Bcg Matrix
Be a great writer or hire a greater one!
Academic writing has no room for errors and mistakes. If you have BIG dreams to score BIG, think out of the box and hire Case48 with BIG enough reputation.
Our Guarantees
Interesting Fact
Most recent surveys suggest that around 76 % students try professional academic writing services at least once in their lifetime!