TUTORIAL 8: WEEK 10

CHAPTER 11: PORTFOLIO ANALYSIS AND STRATEGIC MARKET PLANNING

LEARNING OUTCOMES

At the end of this session, students will be able to:

Chapter 11

a. Understand the concept and application of portfolio analysis

a. Learn to apply the product life-cycle portfolio
b. Learn to apply the growth rate-share development portfolio
c. Learn the application of GE/McKinsey portfolio
b. By learning their usage, the students should be able to understand and perform
the strategic marketing decision making

MARKETING PERFORMANCE TOOL AND APPLICATION EXERCISES

11.1. Product Life Cycle Portfolio: This marketing performance tool is used with Figure 11-2
to address the question that follows.
A. Using the data provided, adjust the proposed product life-cycle portfolio to the
recommended percentage of sales and product life-cycle position. How will the
revised portfolio perform in the future with respect to sales and profit?

11.2. Market Growth Rate–Share Development Portfolio: This marketing performance tool
uses Figure 11-6 in answering the question that follows.
A. Using the data provided, adjust the portfolio position to reflect market redefinition and
efforts to improve share performance metrics. What is the potential impact for future
sales and profits?

11.3 GE/McKinsey Portfolio: This marketing performance tool uses Figure 11-8 to address
the question that follows.
 A. Using the data provided, alter the market attractiveness and competitive position
ratings to create a revised portfolio for product A. How would you expect the revised
portfolio to perform with respect to sales and profits?

CLASS ACTIVITIES

Weekly Discussion Questions: Chapter 11

 How would Apple use the product life cycle that was used in this chapter to evaluate
the current and future sales and profits of a business’s portfolio of products?
 Why would a business like Coca-Cola opt to use the GE/McKinsey portfolio model
over other portfolio models?
 Under what conditions would Apple use an offensive strategic market plan?
 Under what conditions would Apple use a defensive strategic market plan?