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BCG MATRIX AND TOWS MATRIX OF GOOGLE

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BCG MATRIX AND TOWS MATRIX OF GOOGLE

  1. 1. Submitted by Shalu Maria Paul
  2. 2. BCG Matrix & TWOS Matrix
  3. 3.  Google began in January 1996 as a research project by Larry Page and Sergey Brin – Stanford University Ph.D. Students  The domain name for Google was registered on September 15, 1997, and the company was incorporated on September 4, 1998.  Google hosts and develops a number of Internet-based services and products, and generates profit primarily from advertising through its AdWords program.  The company's mission statement from the outset was "to organize the world's information and make it universally accessible and useful“  Google runs over one million servers in data centres around the world, and processes over one billion search requests and about twenty-four pet bytes of user-generated data every day Introduction
  4. 4. Why only Google…? It came from misspelling of the word "googol” . What does it mean?? A googol is the large number 10100; that is, the digit 1 followed by 100 zeroes 10,-000,-000,-000,-000,-000,-000,-000,-000,-000,-000,-000,-000,-000,-000,- 000,-000,-000,-000,-000,-000,-000,-000,-000,-000,-000,-000,-000,-000,- 000,-000,-000,-000,-000.
  5. 5. Few Figures about…. Type - Public Traded as - NASDAQ: GOOGFWB: GGQ1 NASDAQ-100 Component S&P 500 Component Industry- Internet, Computer software Founded - Menlo Park, California, U.S. (September 4, 1998) Founder(s) -Larry Page, Sergey Brin Headquarters- Googleplex, Mountain View, California, United States Key people- Larry Page (Co-founder & CEO) Eric Schmidt (Executive Chairman) Sergey Brin (Co-Founder) • Revenue - US$ 37.905 billion (2011) • Operating income- US$ 11.632 billion (2011) • Profit- US$ 9.737 billion (2011) • Total assets- US$ 72.574 billion (2011) • Total equity- US$ 58.145 billion (2011) • Employees -54,604 (2012) • Subsidiaries- AdMob, DoubleClick, Motorola Mobility, On2 Technologies,Picnik, YouTube, Zagat • Website Google.com
  6. 6. Products offered by Google TTeecchhnnoollooggyy SSeerrvviicceess IInnnnoovvaattiioonn
  7. 7. Potential Users Service & Products Launched/ Released Year Potential Users Communicate & Share Talks 2005/ 8 • Students • Office workers • Professionals • Elders Docs 2006/ 3 • Students • Office workers • Professionals Translate 2005/8 • Students • Office workers • Professionals Business Solution AdWord 2000/ 10 •Commercial customers AdSense 2003/ 3 Analytics 2005/ 11 • Office workers • Professionals • Commercial
  8. 8. BCG Matrix Developed by Bruce Henderson of BCG Group in 1970s Mainly used for Multi-product companies Consist of 4 cells Most renowned business portfolio analysis tool It has two dimensions: MARKET SHARE and MARKET GROWTH and Four Category : Star,cash cow, Dog and Question Mark
  9. 9. Quadrants of BCG Matrix Stars All time high demand Question Marks New in the market Dogs No Demand/ Outdated Cash Cows Revenue Generation
  10. 10. Dog & Question Mark DOG – It has a small market share in a mature industry. – A dog may not require substantial cash because dogs have low market share and a low growth rate and thus neither generate nor consume a large amount of cash. QUESTION MARK (Problem Child) – It has a small market share in a high growth market. – Question marks are growing rapidly and thus consume large amounts of cash, but because they have low market shares they do not generate much cash. – It has the potential to gain market share and become a star, and eventually a cash cow when the market growth slows.
  11. 11. Star & Cash Cow STAR – It has a large market share in a fast growing industry. – Stars generate large amounts of cash because of their strong relative market share, but also consume large amounts of cash because of their high growth rate. CASH COW – It has a large market share in a mature, slow growing industry. – As leaders in a mature market, they exhibit a return on assets that is greater than the market growth rate, and thus generate more cash than they consume. – Such business units should be "milked", extracting the profits and investing as little cash as possible.
  12. 12. Cash Cow The Search-Ad business is Google's Cash Cow, and at the moment makes all the profit Google earns - they have a very large (dominant) market share, but over time it is a slowing market (relative to the rapid growth of technology sectors and under increasing competitive pressure). They are thus doing what every company is advised to do in this position, ie to invest their surplus in faster growing industries and so keep up the pace. To this end their rate of acquisition has been phenomenal, not least because - by and large - their ability to launch their own successful products has so far been pretty lacklustre
  13. 13. Question Mark Most of Google's acquisitions tend to be in the Question Mark camp - small market shares but in rapidly growing markets. No doubt the strategic thinking is that the Google infrastructure will be able to rapidly ramp up the growth of these small companies. In the pst, Google has been quite good at this, and refined the offerings before finally launching - problem is that by and large it hasn't worked more recently, and many of the acquisitions have withered, finding themselves becoming...
  14. 14. Dog these are plays that lose market share and/or the sector declines. Google places some bets early so the sector fizzles out, which is fine - low cost option plays are a creditable achievement. The problem is when too many Google acquisitions look like Jaiku - it was a decent competitor to Twitter but died as Twitter exploded, forcing Google into some far more high cost/high risk plays (such as Buzz) later in the day. Chrome could be a dog - the browser market is mature, they have a low market share - if the current consumer Ad campaign doesn't massively increase market share then its likely to be another failure.
  15. 15. Star the aim of all the acquisitions is clearly to become Stars, those businesses that surpass the old business and launch Google into new areas. GMail / Google Docs and YouTube are the current successes - but none of them make any money, in fact YouTube would be spectacularly bankrupt if it wasn't for massive subsidies. And Stars have to make money eventually - very large services that lose money are a millstone around any company, and may well attract regulatory attention for being anticompetitive. So right now, these ain't real Stars, given their unprofitability they are more like black holes. So Google has to engineer something more here.
  16. 16. TWOS Matrix TOWS is the acronym for threats, weaknesses, opportunities, and strengths. The Tows matrix can be used to develop a set of strategies for the company since it gives alternate set of strategies from which to choose. Breakdown of the strategies: SO strategies – use a firm’s internal strengths to take advantage of external opportunities WO strategies – are aimed at improving internal weaknesses by taking advantage of external opportunities ST strategies – use a firm’s strengths to avoid or reduce the impact of external opportunities WT strategies – are defensive tactics directed at reducing internal weaknesses and avoiding external threats
  17. 17. TWOS Matrix

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