ASSIGNMENT :1

"ANALYZE BUSINESS PORTFOLIO OF A

BEVERAGE COMPANY USING BCG MATRIX"
PROVIDE JUSTIFICATION FOR PLACING EACH
PRODUCT(S) IN EACH QUADRANT I.E. STAR,
CASH COWS, QUESTION MARK AND DOGS.’
 L E T ' S A N A LY Z E T H E B U S I N E S S P O RT F O L I O O F P R A N , T H E B E V E R A G E C O M PA N Y, U S I N G T H E B C G M AT R I X :

20XX PRESENTATION TITLE 2

 THE GROWTH–SHARE MATRIX IS A CHART CREATED IN A
COLLABORATIVE EFFORT BY BCG EMPLOYEES: ALAN ZAKON FIRST
SKETCHED IT AND THEN, TOGETHER WITH HIS COLLEAGUES, REFINED
IT. BCG'S FOUNDER BRUCE D. HENDERSON POPULARIZED THE CONCEPT
IN AN ESSAY TITLED "THE PRODUCT PORTFOLIO" IN BCG'S
PUBLICATION PERSPECTIVES IN 1970.

o The matrix divided into 4 quadrant derived

on market growth and relative market
share ,as shown in the diagram below:

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1.Star: PRAN has products that can be categorized as Stars. These are the beverages that have a high market
growth rate and a high relative market share. Justification for placing products in the Stars quadrant could be:
 
PRAN Classic has a strong market presence and a high market share. It continues to be a popular and iconic
beverage globally, generating substantial revenue for the company.
PRAN Zero Sugar: PRAN Zero Sugar has witnessed significant growth in recent years, capturing a considerable
market share. With increasing consumer demand for sugar-free options, this product has the potential to further
expand its market share.
 
2. Cash Cows: PRAN also has products that fall into the Cash Cows quadrant. These are the beverages with a
low market growth rate but a high relative market share. Justification for placing products in the Cash Cows
quadrant could be:
 
- Diet Coke: Diet Coke has been a long-standing product in PRAN portfolio. While the overall market for diet
beverages may not be growing rapidly, Diet Coke maintains a loyal customer base and generates consistent
cash flow for the company.
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PRESENTATION TITLE 4
3. Question Marks: Question Marks represent products with a high market growth rate but a low
5
relative market share. PRAN may have certain products that fall into this quadrant. Justification for
placing products in the Question Marks quadrant could be:
 
- New Flavored Variants: PRAN may introduce new flavored variants or innovative products to cater
to evolving consumer preferences. These products, although in their early stages, have the
potential for high growth. They require strategic decisions and investments to determine their long-
term potential.
 
4. Dogs: Dogs are products with a low market growth rate and a low relative market share. While
PRAN has a strong product portfolio, it is possible that some products fall into this quadrant.
Justification for placing products in the Dogs quadrant could be:
 
- Less Popular Regional Variants: Some regional variants of PRAN may have limited market
presence and low demand compared to the core products. These products may not contribute
significantly to the overall revenue and profitability of the company.
 
It's important to note that the categorization of products in the BCG matrix can vary based on
market conditions and the company's strategic decisions.
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 THANK
YOU

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PRESENTATION TITLE
20XX PRESENTATION TITLE 7
AGENDA
INTRODUCTION
3

PRIMARY GOALS
4

AREAS OF GROWTH
5

TIMELINE
10

SUMMARY
 At Contoso, we empower organizations to
foster collaborative thinking to further drive

INTRODUCTION workplace innovation. By closing the loop

and leveraging agile frameworks, we help
business grow organically and foster a
consumer-first mindset.​

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PRIMARY GOALS
QUARTERLY PERFORMANCE

Q1

Q2

Q3

Q4

- 1.0 2.0 3.0 4.0 5.0 6.0

Series 1 Series 2

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AREAS OF GROWTH
B2B SUPPLY CHAIN ROI E-COMMERCE

Q1 4.5 2.3 1.7 5.0

Q2 3.2 5.1 4.4 3.0

Q3 2.1 1.7 2.5 2.8

Q4 4.5 2.2 1.7 7.0

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 RICHARD BRANSON

“Business opportunities are like buses.

There's always another one coming.”

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MEET OUR TEAM

TAKUMA HAYASHI MIRJAM NILSSON​ FLORA BERGGREN​ RAJESH SANTOSHI

president chief executive officer chief operations officer vp marketing

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MEET OUR EXTENDED TEAM

TAKUMA HAYASHI MIRJAM NILSSON​ FLORA BERGGREN​ RAJESH SANTOSHI

president chief executive officer chief operations officer vp marketing

GRAHAM BARNES ROWAN MURPHY ELIZABETH MOORE ROBINE KLINE

vp product SEO strategist product designer content developer
PLAN FOR PRODUCT LAUNCH
PLANNING synergize scalable e-commerce

MARKETING disseminate standardized metrics

DESIGN coordinate e-business applications

STRATEGY foster holistically superior methodologies

LAUNCH deploy strategic networks with compelling e-business needs

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TIMELINE
NOV 20XX
disseminate standardized metrics

SEP 20XX
synergize scalable e-commerce

JAN 20XX
coordinate e-business applications

MAR 20XX MAY 20XX

foster holistically superior deploy strategic networks with
methodologies compelling e-business needs
AREAS OF FOCUS
B2B MARKET SCENARIOS
Develop winning strategies to keep
ahead of the competition
Capitalize on low-hanging fruit to
identify a ballpark value
Visualize customer
directed convergence​
CLOUD-BASED OPPORTUNITIES
Iterative approaches to corporate
strategy
Establish a management framework
from the inside

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HOW WE GET THERE
ROI NICHE MARKETS SUPPLY CHAINS

o Envision multimedia-based o Pursue scalable customer o Cultivate one-to-one

expertise and cross-media service through sustainable customer service with
growth strategies strategies robust ideas

o Visualize quality o Engage top-line web o Maximize timely

intellectual capital services with cutting-edge deliverables for real-time
deliverables schemas
o Engage worldwide
methodologies with web-
enabled technologies

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SUMMARY
At Contoso, we believe in giving 110%. By
using our next-generation data architecture, we
help organizations virtually manage
agile workflows. We thrive because of our
market knowledge and great team behind our
product. As our CEO says, "Efficiencies will
come from proactively transforming how we do
business."​

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 mirjam nilsson
THANK YOU mirjam@contoso.com
www.contoso.com