Growth-Share Matrix Software - ConceptDraw PRO is a powerful diagramming and vector drawing software for creating professional looking Growth–Share Matrices. For simple and quick creating the Growth–Share Matrix ConceptDraw PRO offers the Matrices Solution from the Marketing Area of ConceptDraw Solution Park.

If you are working with a product portfolio, BCG growth-share matrix can give you a quick overview of how the products are doing and build a basis for further analysis. To use the chart, analysts plot a scatter graph to rank the business units (or products) on the basis of their relative market shares and growth rates. Cash cows is where a company has high market share in a slow-growing industry. These units typically generate cash in excess of the amount of cash needed to maintain the business. Dogs are units with low market share in a mature, slow-growing industry.

These units typically 'break even', generating barely enough cash to maintain the business's market share. Dogs, as many investors think, should be sold off. Question marks (also are called problem children) are working in a high market growth, but still having a low market share. Actually, it is a start for most of businesses.

Question marks have a potential to gain market share and become stars, and cash cows after that. Question marks should be analyzed carefully in order to determine whether they are worth the investment required to grow market share. Medal of honor allied assault mac download free. Stars are units with a high market share in a fast-growing industry. They are graduated question marks with a market or niche leading trajectory (i.e. IPhones or iPads when they appeared in the market). Miro BCG Matrix template allows you collaborate on portfolio analysis in real-time and takes only a minute to set up. A completed matrix can be used to assess the strength of your organization and its product portfolio.

Hi Everyone, Microsoft has been in the news for a lot of different reasons lately. Whether it was the naming of the new CEO,, the release of the new Xbox, their purchase of Nokia, or, most recently, their move to put Office on the iPad, Microsoft has to make a lot of very important decisions, but how do that do that? Major decisions like the ones described in the news recently need context. Why should Microsoft buy Nokia? What do they gain? Should they go into the handset market? All of these questions depend on how the company sets up its corporate diversity strategy.

Below is my corporate diversification strategy analysis of Microsoft. Note it was written prior to the release of Office on iPad. Analysis: Microsoft is a software, services, and solutions provider based in Redmond, Washington. They are a $77 billion company with almost 100,000 employees (Microsoft, 2014). Microsoft is mostly known for its Windows operating system and Office products featuring Word, Excel, and PowerPoint. Microsoft has five major strategic business units: Windows Division, Server and Tools, Online Services Division, Microsoft Business Division, and Entertainment and Devices Division.

Appendix A lists principle products for each segment. Corporate-level activities for Microsoft include broad-based sales and marketing, product support services, human resources, legal, finance, information technology (IT), corporate development and procurement activities, research and development (R&D), costs of operating retail stores, and legal settlements and contingencies. The total cost of corporate-level activities in 2013 was $6,665 million (U.S. Securities and Exchange Commission, 2014). While there is no public information regarding allocation of these costs, many of the activities are apparently not allocated specifically to segments (e.g. Broad-based sales and marketing, human resources, legal, costs of operating retail stores, and legal settlements and contingencies). For example, legal settlements and contingencies would arise unexpectedly and then be billed at the corporate-level.

For activities like information technology and research and development, it is assumed that the segments would need to request these funds during their corporate budgeting cycle. The general amount spent towards R&D, for example, is most likely determined prior to the start of the fiscal year by taking into account previous spending, upcoming projects, R&D emphasis changes, and available funds.