In an ideal situation to eliminate dogs, while holding others in a dynamic equilibrium. The basis of the usage of this tool is to clarify situations to balance the product portfolio of a company. At the end they may end up becoming a great business but companies usually fail to develop a leading position in the market, before risking becoming dogs. For a question mark to become a star is complicated because of the amount of cash needed to acquire market share. This type of product needs big amount of cash due to their growth but at the same time generate small amount of return due to a small market share. 4- Question Marks: This product has a low market share of a high growth market. They usually report profit even as they are cash consumers. 3- Dogs: This porducts have a low market share in a slow growth market. This type of product tends to cover a companies overhead. Cash cows have a great return specially when companies invest more in them. 2- Cash Cows: This product has a big market share but its market growth is slow. As a star product evolves and growth slows down it may become a cash cow if it holds market share or become dogs if not. Four Quadrants 1- Stars: A product that has a high growth market and has a good slice of the market share.

As a result this will have direct implications in market share and brand positioning. Using this matrix by placing individual products from the company portfolio in one of the quadrants and repeating the process for competing products. There are two factors that define the matrix: There is a relative market share and of course market growth. Usually this analytical tool is used in diverse areas as brand marketing, strategic management, portfolio analysis and product management. By these means corporations are enhanced in the analysis of their product lines or usiness units. 12 What is needed for a successful strategy? 13 Growth share matrix The growth share matrix was developed by a consulting company in Boston called ? Boston Consulting Group?, his creator is Bruce Henderson. Question (ii) Analyze how the resources and competences of a car manufacture differ from the downstream activities they are moving into? 11 Question (iii) Evaluate whether `diversification downstream? is related or unrelated or unrelated diversification, bearing in ming the answers to the question above. We Will Write a Custom Essay Specifically

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