Your task as an MBA is to interpret what the BCG matrix of Nestle shows you.įor instance, “pets” might look like the least attractive product. Is your problem solved? No more critical decisions? The answer is “no”. Okay, so imagine that you have your matrix. Low Share, Low Growth: Firms should liquidate, divest, or reposition these “pets.” High Growth, Low Share: Firms should invest in or discard these “question marks,” depending on their chances of becoming stars. High Growth, High Share: Firms must invest in these “stars” as they have high future potential. Low Growth, High Share: Firms should milk these “cash cows” for cash to reinvest. Now, let’s understand these quadrants better.Įach of the four quadrants represents a specific combination of relative market share, and growth: Quadrants being- question marks, stars, pets (often represented by a dog), and cash cows. It is a table, split into four quadrants, each with its own unique symbol that represents a certain degree of profitability. Their success-and much of the fun-lies in developing new ways to do things.This matrix is, put simply, a portfolio management framework that helps companies decide how to prioritize their different businesses. They embrace risk and act to protect and restore the stability, integrity and beauty of the web of life.
The challenges faced as a society require leadership. They seek not only to do less harm, but more good. But they recognize that this is not enough.
These have been identified in the BCG matrix of Patagonia Spanish Version and recommended strategies to ensure such change have also been made.
For example, a dog changing to a cash cow. They work steadily to change their business practices and share what they’ve learned. Some of the strategic business units identified in the BCG matrix for Patagonia Spanish Version have the potential of changing from their current classification. They know that their business activity-from lighting stores to dyeing shirts-is part of the problem. Making the best product matters for saving the planet.
Among the most direct ways they can limit ecological impacts is with goods that last for generations or can be recycled so the materials in them remain in use. Their criteria for the best product rests on function, repairability, and, foremost, durability. The approach they take toward product design demonstrates a bias for simplicity and utility. Patagonia, Inc.'s values reflect those of a business started by a band of climbers and surfers, and the minimalist style they promoted.
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