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Hi I dont really understand this theory, can you explain the characteristics of this mode.
Also boston box, A star means high growth and high market share, a dog is where the growth is slow and the market share is low and there only keeping this product to susuatin the company (i.e this product is at a maturity level) A question park/problem child is where the marhet share is high but the growth is slow, and it is up to the company to inject money into this investment by marketing or advertising this product. Im I right? what about cash cow?
Thanks
Harmon process strategy matrix is abt the most appropriate decision to take in certain circumstances.For eg if a process is strategically very important and is complex then we should carry on in house,use BPR so that our core competence does not go out to the outsourcers.
A cash cow is when the mkt growth is slow but the ompanys market share is very high and hence very high proits are being earned as most competitors are out of the mkt and the co. Is enjoying economies of scale.
Correct me if im wrong
BPR = business process engineering.
The top right hand quadrant says improvement/BPR. Improvement = smallish changes; BPR = big change.
is process redesign the same as re-engineering?
and if strategy is important and dont want to loose their core competence then consider re-engineering?
Process re-engineering is one of the methods of process change. The 3 methods are:
– Automation
– Rationalisation
– Process re-engineering (looks at radical changes and is at the highest strategic level)Process re-engineering is also one of the patterns of process redesign. Process redesign patterns can be one of the following:
– Re-engineering
– Simplification
– Value-added analysis
– Analysis of gaps and disconnects
Process re-engineering pattern is basically starting starting from scratch.However, there is also the diagram which shows the 3 levels of process change in a slightly different way:
– Process improvement
– Process design
– Process re-engineering
Here is states that opportunities and threats mean a total rethink which could lead to process re-engineering. These rethinks get to the heart of the value chain and the core processes. How does the organisation add value? What are its core processes? How can it keep ahead of its competitors and continue to please its customers? etc
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