In the Boston Consulting Group growth-share matrix, each of the four categories in the matrix represents a different investment strategy
More about growth-share matrix:
The growth share matrix was developed through teamwork. It was initially drafted by BCG's Alan Zakon, who would later go on to become the company's CEO, and then improved with his colleagues.
Bruce Henderson, the creator of BCG, popularised the idea in his 1970 essay The Product Portfolio. About half of all Fortune 500 businesses employed the growth share matrix when it was at its most successful.
It continues to be a key component of corporate strategy lessons taught in business schools today.
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Structure is concerned with how a process's inputs, actions, and outputs are arranged.
<h3>What do a process' outputs entail?</h3>
- The outcomes of group work are known as outputs, and the group or organization values these results.
- In order to maximize a team's performance, it "provides a mechanism to analyze how teams perform."
- The tangible results of a process, such as reports, meetings, and flyers, are what we refer to as outputs.
- While these items are helpful in and of themselves, they typically fall short of fulfilling the overall intent of the process.
- Some examples of results are Information (for instance, fresh information developed as a workshop contribution and/or information from meetings).
- Data sent by a computer is known as output. Computers can only process digital data.
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Answer:
In the introduction and early growth stages of the product life cycle, firms often set priorities on growth and/or market share
Explanation:
Answer:
the right answer is A.
Explanation:
because Those responsible for ensuring the health and safety of their workers are the professionals who study the regulation of these standards
Answer:
1. Executing
2. Directing
3. Continuous process improvement
Explanation:
According to Managerial Accounting Concepts and Principles
1. All of the following are considered phases of the management process except EXECUTING
2. The process by which managers run day-to-day operations is called DIRECTING
3. CONTINUOUS PROCESS IMPROVEMENT is the philosophy of continually improving employees, business processes, and products.
