Portfolio Strategy

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Port­fo­lio Strategy

Once the man­agers of a large, diver­si­fied organ­iz­a­tion decide on a grand strategy, they develop a port­fo­lio strategy.

A port­fo­lio strategy determ­ines the mix of busi­ness units and pro­duct lines that will provide max­im­um com­pet­it­ive advant­age.

Devel­op­ing a port­fo­lio begins by identi­fy­ing stra­tegic busi­ness units (SBU’s), autonom­ous busi­nesses with their own iden­tit­ies but oper­at­ing with­in the frame­work of one organ­iz­a­tion.

The SBU frame­work was inven­ted by Gen­er­al Elec­tric in the 1970’s. it was used to provide a frame­work for man­agers for dir­ect­ing GE diverse busi­nesses. An SBU has its own pro­duct lines, mar­kets and com­pet­it­ors.

Man­aging a port­fo­lio of busi­ness units is like man­aging a port­fo­lio of unre­lated invest­ments such as stock and bonds.

Each SBU must be con­tinu­ally eval­u­ated as to its per­form­ance and rel­ev­ance to the over­all grand strategy.

A tech­nique often employed by organ­iz­a­tions to help them eval­u­ate their port­fo­li­os is the Boston Con­sult­ing Group (BCG) Growth-shared mat­rix.

The mat­rix com­bines growth rates and mar­ket share dimen­sions to identi­fy four types of stra­tegic busi­ness units:

Stars – a star is a high-growth mar­ket lead­er. It has a large mar­ket share in a rap­idly grow­ing industry. The star is import­ant because it has poten­tial to grow and it will gen­er­ate profits.
Cash cows – the cash cow is a prin­cip­al source of net cash gen­er­ated. It has a large mar­ket share in a stable, slow-growth industry. Because the industry is in slow growth, the busi­ness unit can main­tain its pos­i­tion with little or no invest­ment. It is in a pos­i­tion to gen­er­ate cash for the expan­sion or acquis­i­tion of addi­tion­al SBUs.
Ques­tion marks. The ques­tion has a small share of the mar­ket in rap­idly expand­ing industry. Ques­tion marks are risky. A busi­ness in this cat­egory could become a star, but it could also fail.
Dogs. The dog is a busi­ness with small mar­ket share in a low-growth or declin­ing industry.

The BCG Growth-share Mat­rix provides a valu­able tool for cor­por­ate-level strategists. It indic­ates where expan­sion should and can take place. It also indic­ates which busi­ness units should be sold off.

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Strateġi­ja porta­foll

 

 

Ladar­ba l-man­iġers ta kbir, l-organizza­zz­joni diver­si­fikati tid­deċiedi dwar strateġi­ja grand, dawn jiżvi­lup­paw strateġi­ja porta­foll.

 

Strateġi­ja porta­foll jid­de­termina t-taħl­ita ta unitaji­et tan-negozju u linji ta’ pro­dot­ti li se jip­prov­du vantaġġ kom­pet­it­tiv massimu.

 

L-iżvi­lupp ta porta­foll tib­da bil­li tiden­ti­fika unitaji­et strateġiċi tan-negozju (SBUâ € ™ i), in-negozji awto­nomi mal-iden­titaji­et tagħhom stess iżda li topera fil-qafas ta’ organizza­zz­joni waħda.

 

Il-qafas SBU kien­et ivvin­tata minn Gen­er­al Elec­tric fil-1970â € ™ s. kien użat biex jip­provdi qafas għall-man­iġers li jid­der­ieġi GE negozji dif­fer­enti. SBU għand­ha linji ta pro­dot­ti stess tagħha, swieq u l-kom­pet­it­uri.

 

Ġest­joni ta porta­foll ta’ unitaji­et ta negozju huwa simili ġest­joni ta’ porta­foll ta inves­t­i­menti mhux relata­ti bħal stokk u bonds.

 

Kull SBU trid tkun kontin­wa­ment eval­wati bħala prestazz­joni u r-ril­evan­za għall-istrateġi­ja grand glob­ali.

 

A teknika spiss impjeg­ati minn organizza­zz­jon­iji­et biex tgħin­hom jeval­waw porta­fol­li tagħhom hija l-Boston Con­sult­ing Group (BCG) komuni-Tkab­bir mat­riċi.

 

Il-mat­riċi tgħaqqad rati ta tkab­bir u d-dimens­jon­iji­et sehem tas-suq biex jiden­ti­fikaw erba’ tipi ta unitaji­et tan-negozju strateġika:

 

Stilel â € ““stil­la huwa mexxej tas-suq tkab­bir għoli. Hija għand­ha sehem tas-suq kbir fl-indus­tri­ja li qed jikber malajr. L-istil­la huwa import­anti minħab­ba li għan­du poten­zjal li jikbru u se jiġġen­era profit­ti.
baqar Cash â € ““il-cash cow huwa sors prinċip­ali ta flus kont­anti nett iġġen­er­at. Hija għand­ha sehem kbir tas-suq fl-indus­tri­ja stabbli,-tkabbir bil-mod. Minħab­ba li l-indus­tri­ja hija fit-tkab­bir bil-mod, l-unità tan-negozju tista żżomm il-pożizz­joni tagħha bi ftit jew ebda inves­t­i­ment. Huwa f’pożizzjoni li tiġġen­era flus għall-espans­joni jew l-akkwist ta SBUs addizz­jon­ali.
trade marks in kwist­joni. Il-kwist­joni għand­ha sehem żgħir tas-suq qed jikbru malajr indus­tri­ja. trade marks in kwist­joni huma riskjużi. A negozju f’din il-kat­egor­i­ja tista issir stil­la, iżda din tista’ wkoll jon­qsu.
Klieb. Il-kelb huwa negozju b’sehem fis-suq żgħir fil-tkab­bir baxx jew l-indus­tri­ja ton­qos.
Il BCG Tkab­bir sehem Mat­riċi tip­provdi għod­da siew­ja għall strateġisti ta liv­ell kor­por­at­tiv. Hija tindika fejn espans­joni għand­hom jew tista sseħħ. Hija tindika wkoll li unitaji­et ta negozju għan­du jkun jin­biegħu.

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porte­feulje Strategie

 

 

Sodra die bestuurders van n groot, gediver­si­fiseer­de organ­isasie besluit op n groot strategie, hulle ontwikkel n porte­feulje strategie.

 

N Porte­feulje strategie bepaal die meng­sel van sake-een­hede en produk lyne wat mak­sim­um mededin­gende voordeel sal gee.

 

Die ontwikkel­ing van n porte­feulje begin deur die iden­ti­fiser­ing van strategiese sake-een­hede (SBUâ € ™ s), outonome besighede met hul eie iden­titeit, maar wat bin­ne die raam­werk van n organ­isasie.

 

Die SBU raam­werk is uit­gevind deur Gen­er­al Elec­tric in die 1970â € ™ s. dit is gebruik om n raam­werk vir bestuurders voor­si­en­ing te maak vir die regie van GE diverse besighede. N SBU het sy eie produk lyne, mark­te en mededingers.

 

Die bestuur van n porte­feulje van sake-een­hede is soos die bestuur van n porte­feulje van onver­wante beleg­gings soos aan­dele en effek­te.

 

Elke SBU moet voortdurend geë­valueer word ten einde sy prestas­ie en rel­ev­an­sie vir die alge­hele Grand strategie.

 

N Teg­niek dikwels in diens van organ­isasies om hulle te help hul porte­feuljes te eval­ueer is die Boston Con­sult­ing Group (BCG)-Groei gedeel mat­riks.

 

Die mat­riks kom­bin­eer groeiko­erse en dimen­sies markaandeel te vier tipes strategiese sake-een­hede te iden­ti­fiseer:

 

Ster­re â € “” n ster is n hoë-groei marklei­er. Dit het n groot markaandeel in n vin­nig groeiende bedryf. Die ster is belan­grik, want dit het potensi­aal om te groei en dit sal win­ste te gene­reer.
Kont­ant koeie â € ““die kont­ant koei is n hoof­bron van netto kont­ant. Dit het n groot markaandeel in n sta­biele, stadig groei bedryf. Omd­at die bedryf is in stadi­ge groei, kan die sake-een­heid sy pos­is­ie met min of geen beleg­ging hand­haaf. Dit is in n pos­is­ie is om kont­ant te gene­reer vir die uit­breiding of verkry­ging van byko­mende SBU’s.
Vraagtek­ens. Die vraag het n klein deel van die mark in vin­nig groeiende bedryf. Vraagtek­ens is riskant. N besigheid in hierdie kat­egor­ie kan n ster geword het, maar dit kon ook mis­luk.
Honde. Die hond is n besigheid met n klein markaandeel in n lae-groei of dal­ende bedryf.
Die BCG Groei-aan­dele Mat­rix bied n waarde­volle hulp­mid­del vir kor­por­atiewe vlak strateë. Dit dui waar uit­breiding moet en kan plaas­vind. Dit dui ook aan wat­ter sake-een­hede moet verkoop.

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