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CHAPTER 6 • STRATEGY ANALYSIS AND CHOICE 185

The Boston Consulting Group (BCG) Matrix
Autonomous divisions (or profit centers) of an organization make up what is called a
business portfolio. When a firm’s divisions compete in different industries, a separate
strategy often must be developed for each business. The Boston Consulting Group
(BCG) Matrix and the Internal-External (IE) Matrix are designed specifically to
enhance a multidivisional firm’s efforts to formulate strategies. (BCG is a private man-
agement consulting firm based in Boston. BCG employs about 4,300 consultants
worldwide.)
In a Form 10K or Annual Report, some companies do not disclose financial informa-
tion by segment, so a BCG portfolio analysis is not possible by external entities. Reasons
to disclose by-division financial information in the author’s view, however, more than
offset the reasons not to disclose, as indicated in Table 6-4.
The BCG Matrix graphically portrays differences among divisions in terms of
relative market share position and industry growth rate. The BCG Matrix allows a
multidivisional organization to manage its portfolio of businesses by examining the
relative market share position and the industry growth rate of each division relative to
all other divisions in the organization. Relative market share position is defined as the
ratio of a division’s own market share (or revenues) in a particular industry to the mar-
ket share (or revenues) held by the largest rival firm in that industry. Note in Table 6-5
that other variables can be in this analysis besides revenues. Relative market share posi-
tion for Heineken could also be determined by dividing Heineken’s revenues by the
leader Corona Extra’s revenues.
Relative market share position is given on the x-axis of the BCG Matrix. The mid-
point on the x-axis usually is set at .50, corresponding to a division that has half the mar-
ket share of the leading firm in the industry. The y-axis represents the industry growth rate
in sales, measured in percentage terms. The growth rate percentages on the y-axis could
range from -20 to +20 percent, with 0.0 being the midpoint. The average annual increase
in revenues for several leading firms in the industry would be a good estimate of the
value. Also, various sources such as the S&P Industry Survey would provide this value.
These numerical ranges on the x- and y-axes are often used, but other numerical values
could be established as deemed appropriate for particular organizations, such as –10 to
+10 percent.
The basic BCG Matrix appears in Figure 6-6. Each circle represents a separate divi-
sion. The size of the circle corresponds to the proportion of corporate revenue generated
by that business unit, and the pie slice indicates the proportion of corporate profits gener-
ated by that division. Divisions located in Quadrant I of the BCG Matrix are called
“Question Marks,” those located in Quadrant II are called “Stars,” those located in
Quadrant III are called “Cash Cows,” and those divisions located in Quadrant IV are
called “Dogs.”
• Question Marks—Divisions in Quadrant I have a low relative market share position,
yet they compete in a high-growth industry. Generally these firms’ cash needs are

TABLE 6-4 Reasons to (or Not to) Disclose Financial Information
by Segment (by Division)
Reasons to Disclose Reasons Not to Disclose
1. Transparency is a good thing in today’s 1. Can become free competitive informa-
world of Sarbanes-Oxley tion for rival firms
2. Investors will better understand the firm, 2. Can hide performance failures
which can lead to greater support 3. Can reduce rivalry among segments
3. Managers/employees will better understand
the firm, which should lead to greater
commitment
4. Disclosure enhances the communication
process both within the firm and with outsiders