Boston Consulting Group II – A Business Portfolio Analysis Matrix

The continuous development and market introduction of new businesses can play an important role in the future performance of companies. The business portfolio analysis represents an analytical approach by means of which managers have the possibility to view the corporation as a set of strategic business units that must be managed in a profitable way. Also, by taking into account features specific to the area in which the company operates, by taking into account the competitive advantage and the modalities of earmarking financial resources thereof, the business portfolio analysis provides managers the opportunity to approach companies from a different point of view and to pay increased attention to all activities that need to be undertaken. The present paper aims at presenting from a conceptual standpoint the Boston Consulting Group II Matrix, its strategic consequences and the characteristic advantages and disadvantages. Moreover, the paper will emphasize the importance that the business portfolio analysis holds within a company.BCG II, business, matrix, strategic analysis, portfolio

Planificarea si nivelurile ierarhice de adoptare a deciziilor strategice in cadrul unei intreprinderi

O intreprindere care doreste sa aiba succes in cadrul oricarei piete, trebuie sa desfasoare un proces de planificare, la fiecare din cele trei niveluri de conducere, ce constituie ierarhia decizionala a acesteia. In literatura de marketing si management strategic cele trei niveluri de adoptare a deciziilor sunt cunoscute sub numele de: nivelul corporativ, nivelul unitatilor strategice de afaceri si nivelul functional. Scopul acestei lucrari este acela de a puncta particularitatile specifice fiecarui nivel de adoptare a deciziilor strategice ale unei intreprinderi si totodata de a sublinia beneficiile si limitele ce deriva din procesul de planificare aferent celor trei niveluri ierarhice.planificare, intreprindere, nivelul corporativ, nivelul unitatilor strategice de afaceri, nivelul functional, planning, enterprise, corporate level, strategic business unit level, functional level

Continutul si rolul planificarii in stiinta marketingului

Toate intreprinderile din zilele noastre, indiferent de domeniul in care acestea isi desfasoara activitatea, opereaza intr-un mediu de marketing ce se confrunta cu o serie de incertitudini. Astfel, pentru ca o intreprindere sa aiba succes pe o anumita piata, aceasta trebuie sa fie supusa in permanenta unui proces de adaptare la modificarile ce survin pe parcurs, chiar daca unele medii de marketing prezinta grade mai mari de predictibilitate prin comparatie cu altele. In decursul timpului, intreprinderile au incercat de fiecare data sa identifice diverse modalitati prin intermediul carora sa reuseasca sa faca fata cu mai multa usurinta incertitudinilor care reprezentau inamicul cel mai de temut al acestora. Dupa o multitudine de incercari, care au avut ca scop slabirea sau chiar anihilarea acestui inamic, intreprinderile au reusit, in cele din urma, sa identifice cea mai puternica arma prin intermediul careia batalia putea fi definitiv castigata. Aceasta arma de lupta este cunoscuta in literatura de marketing sub numele de planificare.planificare, obiective, strategii, plan, mediu de marketing, planning, objectives, strategies, plan, marketing environment

PRODUCT PORTFOLIO ANALYSIS - ARTHUR D. LITTLE MATRIX

In recent decades we have witnessed an unseen dynamism among companies, which is explained by their desire to engage in more activities that provide a high level of development and diversification. Thus, as companies are diversifying more and more, their managers confront a number of challenges arising from the management of resources for the product portfolio and the low level of resources with which companies can identify, at a time. Responding to these challenges, over time were developed a series of analytical product portfolio methods through which managers can balance the sources of cash flows from the multiple products and also can identify the place and role of products, in strategic terms, within the product portfolio. In order to identify these methods the authors of the present paper have conducted a desk research in order to analyze the strategic marketing and management literature of the last 2 decades. Widely were studied a series of methods that are presented in the marketing and management literature as the main instruments used within the product portfolio strategic planning process. Among these methods we focused on the Arthur D. Little matrix. Thus the present paper has the purpose to outline the characteristics and strategic implications of the ADL matrix within a companyâ€(tm)s product portfolio. After conducting this analysis we have found that restricting the product portfolio analysis to the A.D.L. matrix is not a very wise decision. The A.D.L. matrix among with other marketing tools of product portfolio analysis have some advantages and disadvantages and is trying to provide, at a time, a specific diagnosis of a companyâ€(tm)s product portfolio. Therefore, the recommendation for the Romanian managers consists in a combined use of a wide range of tools and techniques for product portfolio analysis. This leads to a better understanding of the whole mix of product markets, included in portfolio analysis, the strategic position held by each product within a market, the performance potential of product portfolio and the financial aspects related to the resource allocation process for the products within the portfolio. It should also be noted that the tools and techniques specific to product portfolio analysis do not give accurate answers, despite the appearances created by the analysis stage, where the products are plotted rigorously. However, their main virtue is simplicity, as these highlight the managersâ€(tm) need for further investigations.product portfolio, ADL matrix, life cycle, competitive position, strategic analysis

THE PREMISES OF STRATEGIC MARKETING PLANNING IMPLEMENTATION WITHIN SMALL AND MEDIUM SIZED ENTERPRISES

The main purpose of the present paper is to identify the framework and the necessary conditions for the small and medium sized enterprises (SMEs) to be able to adopt the strategic marketing planning. Also, the paper aims to underline the importance of the strategic marketing planning and the manner in which the SMEs can adopt, implement and operationalize the strategic marketing planning instruments, whose correct understanding and usage ensure the capacity to generate competitive advantage, the key element both from the perspective of the fierce competition and the perspective of the future development of the SMEs. Within SMEs the implementation of marketing becomes an evident requirment, mostly due to the relationship that these have with the market, thus, leading towards market orientation of the activities, a new approach developed by the marketing vision on managing the activities from these types of organizations. Regarded upon, from the marketing perspective, the activities from the SMEs, especially the marketing activities, cannot take place randomly. Resource allocation, a characteristic of these types of organizations, and the objectives with regards to superior customer needs satisfaction and economic efficiency maximization, claim thorough plannification and deployment of the activities in a sequence that represents the implementation of a strategy previously assumed. Within this framework, the strategic marketing planning appears as a complex process employing all scientific instruments that comprise segmentation, positioning and marketing mix. Utilizing the strategic marketing planning within SMEs depends to further extend on marketing integration; process directly related with a series of factors such as the nature of the market, development stage, product type, management quality and the influences of the marketing department of the SME. The implications onto the marketing activities from SMEs are reflected upon each strategic marketing planning instrument, where we can find, under correct understanding and application, objectives and market and penetration strategies as product, price, distribution and promotion strategies.marketing, SMEs, segmentation, positioning, marketing mix

Managementul portofoliului de produse in planificarea strategica de marketing utilizand Metoda Boston Consulting Group

Instrumentele de analiza de portofoliu utilizate in analiza portofoliului de produse oferite pe piata business to business au in vedere atractivitatea pietei, competitivitatea produsului si ciclul de viata a produsului si a pietei in general. Acestea au in vedere modalitatea in care prin utilizarea unor instrumente precum ciclul de viata a produsului, metoda Boston Consulting Group, matricea General Electric sau matricea Arthur D. Little companiile de pe piata business to business pot obtine raspunsuri la intrebari precum care din produsele din portofoliu sunt profitabile, in care ar trebui sa investeasca, care ar trebui sa le dezvolte sau la care ar trebui sa renunte. Se doreste prezentarea in cadrul lucrarii a modului in care se intercoreleaza atractivitatea pietei, competitivitatea companiei si ciclul de viata a produselor sub forma metodei de analiza de portofoliu Boston Consulting Group cu scopul realizarii unui management de succes a portofoliului de produse.analiza de portofoliu, unitate strategica de afaceri, ciclu de viata a produsului

Caracteristici demografice ale blogosferei din Romania

Cresterea recenta a mass-mediei generate de catre consumator (CGM), cunoscuta si sub numele de mass-media noua, a schimbat natura interactiunilor dintre consumator si firme dintr-una unidirectionala, intr-una bidirectionala. Articolul de fata prezinta rezultatele unei cercetari extensive realizate la nivelul blogosferei din Romania, al carei scop a fost identificarea principalelor caracteristici demongrafice si comportamentale ale persoanelor care utilizeaza aceasta forma de comunicare online.blogging, new media, cercetari de marketing online, online marketing research, comportamentul consumatorilor, consumers behavior

Factorii de succes ai planificarii strategice de marketing

Aceasta lucrare isi propune sa prezinte pe de o parte factorii ce asigura implementarea cu succces a planificarii, dar si modelul multidimensional al acesteia, cu cele trei laturi: analitica, comportamentala si organizationala. De asemenea, sunt dezvoltate sectiunile planului strategic, si anume: directia strategica sau declaratia de misiune; obiectivele, strategiile de crestere si portofoliul de afaceri. Fiecare dintre acestea arata aportul gandirii strategice in domeniul planificarii de marketing. Prin urmare, pentru a atinge obiectivele de marketing, managerii trebuie sa creeze o directie strategica viabila, care conecteaza tendintele pietei cu nevoile si dorintele consumatorilor.marketing, planificare strategica, pozitionare, consumatori, strategic planning, positioning, consumers

Multigene Methylation Analysis And The Noninvasive Diagnosis Of Prostate Cancer From Body Fluids

Introduction During prostatic carcinogenesis, DNA hypermethylation occurs, thus representing a promising biomarker for the early detection of this malignancy. In our study, we aim to determine the usefulness of a molecular and multigene test for prostate cancer. However, this is based on the quantitative methylation-specific polymerase chain reaction (qMSP) of three genes from voided urine specimens by noninvasive methods. Materials and Methods In this study, the voided urine specimens were collected from 89 patients with prostate cancer and 69 controls. Genomic DNA was isolated and subjected to bisulfite modification. Consequently, we tested the methylation status of genomic DNA of three genes, namely: GSTP1, APC, and MDR1. This was done using the quantitative methylationspecific PCR method. Therefore, the obtained results were correlated with the clinicopathologic findings. Results Promoter methylation of GSTP1 gene in voided urine samples was found in 87 out of 89 (97.8%) PCa patients and in 13 out of 62 (21 %) BPH men. In APC gene, methylated levels have been found in 61 out of 89 (68.5%) PCa patients and in 8 out of 62 (12.9%) BPH men. MDR1 gene was found to be hypermethylated in 60 out of 89 (67.4%) PCa patients and in 4 out of 62 (6.5%) BPH men. In addition, we obtained a sensitivity of 88.99% and a specificity of 85.5% for the multigene panel. The AUC in this case was 0.927. Conclusion The analysis of a multigene panel of three methylated genes in prostate cancer by qMSP, can be used to distinguish between men with malignant and benign prostatic diseases from voided urine specimens. Also, it can be used for the follow-up of those men who are presenting increased risk of prostate cancer by noninvasive methods

D.P.M. METHOD - A PERFORMANCE ANALYSIS INSTRUMENT OF A STRATEGIC BUSINESS UNIT

Considering the uncertain economic conditions, the market dynamics, the fundamental changes in the attitudes and aspirations of the consumers along with the strong growth of the political role and interventions in the economy, currently characterizing both Romania and other countries of the world, it can be said that the need for strategic planning was never so acute as now. The strategic planning process is an ongoing organizational activity by which managers can make decisions about their present and future position. A number of analytical portfolio tools exist to aid managers in the formulation of the strategy. The use of these tools within the broader context of the overall strategic planning process allows managers to determine the obstacles and opportunities existing in the company’s environment and to define and pursue appropriate strategies for growth and profitability. The present paper aims to highlight from a theoretical standpoint the D.P.M. method, its strategic consequences, advantages and disadvantages. After conducting this analysis I have found that restricting the business portfolio analysis to the D.P.M. matrix is not a very wise decision. The D.P.M. matrix among with other marketing tools of business portfolio analysis have some advantages and disadvantages and is trying to provide, at a time, a specific diagnosis of a company’s business portfolio. Therefore, the recommendation for the Romanian managers consists in a combined use of a wide range of tools and techniques for business portfolio analysis. This leads to a better understanding of the whole mix of product markets, included in portfolio analysis, the strategic position held by each business within a market, the performance potential of business portfolio and the financial aspects related to the resource allocation process for the businesses within the portfolio. It should also be noted that the tools and techniques specific to business portfolio analysis do not give accurate answers, despite the appearances created by the analysis stage, where the businesses are plotted rigorously. However, their main virtue is simplicity, as these highlight the managers’ need for further investigations