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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