Business portfolio analysis is defined as the process in which management ________.

The process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing marketing opportunities.

A statement of the organization’s purpose-what it wants to accomplish in the larger environment.

The collection of businesses and products that make up the company.

The process by which management evaluates the products and businesses that make up the company.

A portfolio-planning method that evaluates a company’s strategic business units in terms of its market growth rate and relative market share. SBUs are classified as stars, cash cows, question marks, or dogs.

high-growth, high-share businesses or products. They often need heavy investments to finance their rapid growth. Eventually their growth will slow down, and they will turn into cash cows.

low-growth, high-share businesses or products. These established and successful SBUs need less investment to hold their market share. Thus, they produce a lot of cash that the company uses to pay its bills and to support other SBUs that need investment.

low-share business units in high-growth markets. They require a lot of cash to hold their share, let alone increase it. Management has to think hard about which question marks it should try to build into stars and which should be phased out.

Dogs are low-growth, low-share businesses and products. They may generate enough cash to maintain themselves but do not promise to be large sources of cash.

A portfolio-planning tool for identifying company growth opportunities through market penetration, market development, product development, or diversification.

A strategy for company growth by increasing sales of current products to current market segments without changing the product.

A strategy for company growth by identifying and developing new market segments for current company products.

A strategy for company growth by offering modified or new products to current market segments.

A strategy for company growth through starting up or acquiring businesses outside the company’s current products and markets.

Reducing the business portfolio by eliminating products of business units that are not profitable or that no longer fit the company’s overall strategy.

The series of departments that carry out value-creating activities to design, produce, market, deliver, and support a firm’s products.

The network made up of the company, suppliers, distributors, and ultimately customers who partner with each other to improve the performance of the entire system.

The marketing logic by which the business unit hopes to create customer value and achieve profitable customer relationships.

Dividing a market into distinct groups of buyers who have different needs, characteristics, or behaviors, and who might require separate products or marketing programs.

A group of consumers who respond in a similar way to a given set of marketing efforts.

The process of evaluating each market segment’s attractiveness and selecting one or more segments to enter.

Arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the minds of target consumers.

Actually differentiating the market offering to create superior customer value.

The set of controllable tactical marketing tools- product, price, place, and promotion-that the firm blends to produce the response it wants in the target market.

means the goods-and-services combination the company offers to the target market.

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Variety, quality, design, features, brand name, packaging, services.

the amount of money customers must pay to obtain the product.

List price, discounts, allowances, payment period, credit terms

includes company activities that make the product available to target consumers.

channels, coverage, assortments, locations, inventory, transportation, logistics

means activities that communicate the merits of the product and persuade target customers to buy it.

Advertising, personal selling, sales promotion, public relations.

Customer Solution

Customer Cost

Convenience

Communication

An overall evaluation of the company’s strengths (S), weaknesses (W), opportunities (O), and threats (T).

Internal capabilities that may help a company reach its objectives.

Internal limitations that may interfere with a company's ability to achieve its objectives.

External factors that the company may be able to exploit to its advantage.

Current and emerging external factors that may challenge the company's performance.

The process that turns marketing strategies and plans into marketing actions in order to accomplish strategic marketing objectives.

The process of measuring and evaluating the results of marketing strategies and plans and taking corrective action to ensure that objectives are achieved.

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