Marketing lectures and trainings
Lecture week 1 – Introduction
Marketing provides a guiding philosophy. Marketing provides inputs to strategic planners
by helping to identify attractive market opportunities and by assessing the firm’s potential to
take advantage of them. Market design strategies for reaching unit objectives.
The BCG growth-share matrix is an analysis of a company’s portfolio of different products
or SBU’s (strategic business units). Business portfolio: the group of different products or
brands owned by an organization and having different income-generating and growth
capabilities. BCG is a tool for an portfolio analyses. It evaluates the businesses making up a
company:
Identify the key business (SBU’s)
Asses the attractiveness of each SBU
Decide which SBU’s should receive more or less of the firm’s resources
The BCG growth-share matrix enables a firm to evaluate SBU’s on two important
dimensions:
1. The attractiveness of the SBU’s market or industry y-axis, market growth
rate
It is measured in percentages. What is “low” and what is “high”? This depends on the
type of market in which you are active.
2. The (relative strength of the SBU’s position in that market or industry x-
axis, relative market share
The ratio of a SBU’s own market share to the market share held by the largest
competitor. The midpoint on the x-axis is usually set at 0.50 (half of the market share
of the leader) (learn calculations on PowerPoint exam material!)
, Some strategies for the BCG growth share matrix:
Invest more in a SBU to build its share
Invest just enough to hold a SBU’s share at the current level
Harvest a SBU, milking its short-term cash-flows regardless of the long-term effect
Divest a SBU by selling it or phasing it out and using the resources elsewhere
The size of the circle corresponds to the proportion of total revenue generated by the SBU.
There are some challenges the BCG matrix brings and needs to be adopted to the world is
changing and markets are quite turbulent. Technology is developing at a rapid pace, and
hence, business models get outdated quite quickly. Therefore, it is more difficult to hold
market share and there are a fewer cash cows. Market share is not an exclusive predictor of
sustained performance. (Go over Training week 2 and practice the BCG growth matrix case
of homework).
Lecture week 2 – Confrontation Matrix
A SWOT analysis is an strategic audits, it has as internal and external audit. Internal audit:
all controllable elements inside a firm that influence how well the firm operates. This include
strengths and weaknesses, such like technologies, physical facilities, financial stability,
corporate reputation, quality products, strong brands, employees. Critical success factors
determining success of the organisation. Measured relative to competition (differential
advantage). External audit: elements outside the firm that may affect it either positively or
negatively. This includes opportunities and threats, such like the economy, nature,
technology, politics, culture, demography, competition, suppliers, customers, intermediaries
and publics. Firm cannot directly control external factors but can respond to them via
planning.
Lecture week 1 – Introduction
Marketing provides a guiding philosophy. Marketing provides inputs to strategic planners
by helping to identify attractive market opportunities and by assessing the firm’s potential to
take advantage of them. Market design strategies for reaching unit objectives.
The BCG growth-share matrix is an analysis of a company’s portfolio of different products
or SBU’s (strategic business units). Business portfolio: the group of different products or
brands owned by an organization and having different income-generating and growth
capabilities. BCG is a tool for an portfolio analyses. It evaluates the businesses making up a
company:
Identify the key business (SBU’s)
Asses the attractiveness of each SBU
Decide which SBU’s should receive more or less of the firm’s resources
The BCG growth-share matrix enables a firm to evaluate SBU’s on two important
dimensions:
1. The attractiveness of the SBU’s market or industry y-axis, market growth
rate
It is measured in percentages. What is “low” and what is “high”? This depends on the
type of market in which you are active.
2. The (relative strength of the SBU’s position in that market or industry x-
axis, relative market share
The ratio of a SBU’s own market share to the market share held by the largest
competitor. The midpoint on the x-axis is usually set at 0.50 (half of the market share
of the leader) (learn calculations on PowerPoint exam material!)
, Some strategies for the BCG growth share matrix:
Invest more in a SBU to build its share
Invest just enough to hold a SBU’s share at the current level
Harvest a SBU, milking its short-term cash-flows regardless of the long-term effect
Divest a SBU by selling it or phasing it out and using the resources elsewhere
The size of the circle corresponds to the proportion of total revenue generated by the SBU.
There are some challenges the BCG matrix brings and needs to be adopted to the world is
changing and markets are quite turbulent. Technology is developing at a rapid pace, and
hence, business models get outdated quite quickly. Therefore, it is more difficult to hold
market share and there are a fewer cash cows. Market share is not an exclusive predictor of
sustained performance. (Go over Training week 2 and practice the BCG growth matrix case
of homework).
Lecture week 2 – Confrontation Matrix
A SWOT analysis is an strategic audits, it has as internal and external audit. Internal audit:
all controllable elements inside a firm that influence how well the firm operates. This include
strengths and weaknesses, such like technologies, physical facilities, financial stability,
corporate reputation, quality products, strong brands, employees. Critical success factors
determining success of the organisation. Measured relative to competition (differential
advantage). External audit: elements outside the firm that may affect it either positively or
negatively. This includes opportunities and threats, such like the economy, nature,
technology, politics, culture, demography, competition, suppliers, customers, intermediaries
and publics. Firm cannot directly control external factors but can respond to them via
planning.
