BCG Matrix

Copione di facilitazione

1. 1

   Project the empty 2x2 and walk the axes: relative market share increasing to the right, market growth increasing upward. Agree the thresholds out loud before plotting anything — for example, 'above 10% growth counts as high' — so quadrant boundaries aren't relitigated item by item.

   10 min
2. 2

   Present the pre-gathered data pack: growth rate, relative share, and revenue per product or unit. Give the room five minutes to challenge the numbers themselves — sources, dates, definitions — before any positions are debated.

   10 min
3. 3

   Plot each unit as a circle sized by revenue, placed by the data rather than by advocacy. Let each unit's owner confirm the placement or argue, with evidence, why it should move.

   15 min
4. 4

   Work quadrant by quadrant and force a directive per item: invest and defend for Stars, decide fast — fund or exit — for Question Marks, harvest efficiently for Cash Cows, and an honest keep-or-divest case for each Dog. When the room hesitates, ask: 'Would we start this business today?'

   25 min
5. 5

   Draw the resource flows: connect specific Cash Cows to the Stars and Question Marks they should fund. If a Question Mark has no funding source, it just got its answer.

   10 min
6. 6

   Close with commitments: one owner and one next action per unit, plus a date to re-plot the matrix — placements are a snapshot of a moving market, not a verdict.

   10 min

Suggerimenti

• Gather real data before the session — gut feel placements lead to political debates rather than strategic clarity.

• Use market growth rate benchmarks (e.g.

• >10% = high in most industries) agreed by the team upfront.

• Don't treat the matrix as permanent: markets shift and so should classifications.

• Challenge the assumption that Dogs are always bad — sometimes a low-growth, low-share product serves a key customer segment.

Errori comuni

• Plotting from gut feel because nobody gathered data beforehand — the session becomes advocacy and turf defence rather than analysis

• Treating quadrant labels as verdicts — a Dog that serves a strategic customer segment or blocks a competitor can be worth keeping; the label starts the conversation, it doesn't finish it

• Letting unit owners place their own products unchallenged — every owner believes their product is a Star

• Ending with a beautifully plotted matrix and no decisions — without directives, owners, and a re-plot date, the exercise was decoration

Variazioni

Run a 'Future BCG' where teams predict where each item will sit in 3 years given current trajectories. Combine with Ansoff Matrix to map diversification moves from current Cash Cows into new growth areas.

Metodi correlati