Growth,and,portfolio,theory,No business, insurance Growth and portfolio theory

Small offices have unique needs, and thatincludes document shredding. Designed with the smaller business inmind, the Dahle 20314 is a cross-cut shredder that offers Level 3security and brings you into compliance with federal regulations. The As we all know to live in this world we have to perform some activity by which we can earn money. There are many activities by which we can earn money and meet the standards to live in this society. And from one of them is franchise.  Franc

Normal 0 false false false MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable{mso-style-name:"Table Normal";mso-tstyle-rowband-size:0;mso-tstyle-colband-size:0;mso-style-noshow:yes;mso-style-parent:"";mso-padding-alt:0in 5.4pt 0in 5.4pt;mso-para-margin:0in;mso-para-margin-bottom:.0001pt;mso-pagination:widow-orphan;font-size:10.0pt;font-family:"Times New Roman";mso-ansi-language:#0400;mso-fareast-language:#0400;mso-bidi-language:#0400;}In the 1970s size, growth,and portfolio theory have been the focus of much of strategic management. ThePIMS study was a long term study, started in the 1960s and lasted for 19 years,that attempted to analyze the Profit Impact of Marketing Strategies (PIMS),particularly the effect of market share. Started at General Electric, moved toHarvard in the early 1970s, and then moved to the Strategic Planning Institutein the late 1970s, it is now a major reference containing decades ofinformation on the relationship between profitability and strategy. Theirinitial conclusion was unambiguous: The greater a company's market share, thegreater will be their rate of profit. The high market share provides volume andeconomies of scale. It is considered an excellent source of experience andlearning curve advantages. The combined effect is increased profits. Thestudies conclusions continue to be drawn on by academics and companies today:"PIMS provides compelling quantitative evidence as to which businessstrategies work and don't work" - Tom Peters.There was also research thatindicated that an outstanding profit can be earned from a low market sharestrategy. Schumacher (1973), Woo and Cooper (1982), Levenson (1984), and laterTraverso (2002) showed how smaller niche players obtained very high returns.By the early 1980s theparadoxical conclusion was that high market share and low market sharecompanies were often very profitable while most of the companies in betweenwere not. This was the origin of the term called the “Hole in the middle”problem. This anomaly would be explained by Michael Porter in the 1980s.The management of diversifiedorganizations required new techniques and new ways of thinking. Alfred Sloan atGeneral Motors was the first CEO to address the problem of a multi-divisionalcompany. GM was decentralized into semi-autonomous “strategic business units”(SBU's), but with centralized support functions.Portfolio theory was one ofthe most valuable concepts in the strategic management of multi-divisionalcompanies. In the previous decade Harry Markowitz and other financial theoristsdeveloped the theory of portfolio analysis. It was deducted that a broadportfolio of financial assets could reduce specific risk. In the 1970smarketers extended the theory to product portfolio decisions and managerialstrategists extended it to operating division portfolios. Each of a company’soperating divisions was being dealt with as an element in the corporateportfolio. Each operating division (also called strategic business units) wastreated as a semi-independent profit center with its own revenues, costs,objectives, and strategies. To analyze the relationships between elements in aportfolio, several techniques were developed. B.C.G. Analysis, for example, wasdeveloped by the Boston Consulting Group in the early 1970s. This theory wasthe origin of the wonderful image of a CEO sitting on a stool milking a cashcow.



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