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BCG矩阵是最著名的业务组合管理工具之一， Product Life Cycle[产品生命周期]论是其理论基础。 BCG矩阵由波士顿咨询集团（Boston Consulting Group，BCG）于20世纪70年代初期开发，它根据公司每一个战略事业单位（SBUs）内部的产品组合，来确定优先权授予。公司应该立足长远，平衡产品组合，既要有高增长但是需要大量现金投入的产品，也要有低增长但是能够产生大量现金的产品。 BCG矩阵是一个二维矩阵，二维即是市场份额和市场增长。它的基本思想是，市场份额高、或者市场增长快的产品对公司最为有利。

BCG矩阵的四种组合

根据BCG矩阵，公司产品有四种不同的组合：

吉星（Stars，高增长，高市场份额）
- 吉星产品要耗费大量现金。吉星产品是市场的领导者，所以，它也能够产生大量现金。
- 吉星产品大都处于一种净现金流平衡的状态。为了保持、扩大吉星产品的市场份额，任何努力和投入都是值得的，因为占领巨大市场份额后，企业得到的回报将是金牛。
金牛（Cash Cows，低增长，高市场份额）
- 金牛产品产生大量利润和现金，同时，由于低增长，现金投入要求也比较低。
- 金牛往往是昨天的吉星，它是公司业务的基石。
瘦狗（Dogs，低增长，低市场份额）
- 要尽量避免或者减少公司瘦狗的数量。
- 要慎重实行昂贵的“营救计划”。
- 瘦狗如若不能贡献现金，就必须被清除掉。
问号（Question Marks，高增长，低市场份额）
- 在所有四类产品中，问号产品的现金表现最差，因为它一方面现金需求量大，另一方面又由于市场份额低，现金回报也低。
- 如果问号市场份额长期不增长，那么它就会吸食大量现金。
- 对待问号的策略是，或者加大现金投入，或者将其出售，或者不做任何投资听任其发展，回收尽可能的现金，从而实现提高市场份额或贡献现金。

BCG矩阵与一体适用

BCG矩阵模型能够帮助我们认识“一体适用”的战略错误，即用同一规模去适应不同经营的错误战略。例如，用年度9%的一般性增长目标，或是9.5%的资金回报率去要求整个公司。

在这种情况下：

金牛SBU将轻而易举地完成目标，对其管理层而言，完成这个目标是一件轻松工作，其管理人员还会常常因为完成目标受到褒奖。而且，他们还会被允许将大笔资金再投入到业已成熟的业务上去。
瘦狗SBU则是在打一场“不可能”的战斗。更为糟糕的是，再投入资金，去挽救无望的瘦狗业务。
问号和吉星则因为它们的市场和现金表现，只能得到一般性投入，照此它们永远也成不了金牛。投入不足，对企业来说无疑也是一种资金浪费。明智的做法是，要么选择一部分问号产品，加大投入使它们成长为金牛（或者吉星），要么减资。同时，公司要从那些未被选取的问号产品上尝试获取任何可能的现金。

BCG矩阵的其他用途和优点

该模型有助于公司发挥经验曲线（Experience Curve）优势，在生产和销售新产品的时候，以较低的价格进入市场，实现早期市场领导地位。一旦新产品变成吉星，必将有高回报。
该模型还有助于管理人员评估公司现有吉星、金牛、问号和瘦狗的组合平衡情况。
该模型对那些关注产量和经验影响的大公司来说有很强的指导意义。
该模型简洁明了，容易理解。
该模型还可以作为公司未来决策和行动的基础。

BCG矩阵的局限

BCG矩阵的局限主要有以下几个方面：

它忽略了SBU之间的协同效应。
高市场份额并不是企业成功的唯一因素。
高增长并不是市场吸引力的唯一指标。
瘦狗有时候比金牛赚得更多。
获取准确的市场份额和市场增长数据比较困难。
对市场组成成分的定义不明。
高市场份额并不总是带来高利润。
仅仅考量了两个维度——市场份额和增长速度，这有可能诱使企业专注于某一特殊产品，或者是剥离尚未成熟的产品。
低市场份额的产品业务可能同样有利可图。
忽视了那些市场份额增长快速的小公司。

参考书： Carl W. Stern， George Stalk - Perspectives on Strategy from The Boston Consulting Group -

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