Marketing Management

1. Marketing Management
Assignment
BCG Matrix and GE Matric of Tide
Name: Fahad ur Rehman khan (1496)
Class: Tuesday – 3 to 6
Instructor: Sir Mobasher Sandila

2. Introduction of Tide
Tide (Alo, Vizir or Ace in some countries) is the brand-name of a laundry detergent
manufactured by Procter & Gamble, first introduced in 1946. Tide, manufactured by Procter and
Gamble, has been a part of American culture for more than six decades. During those years, the
formula, packaging and advertising have changed to meet the demands of the marketplace. Let's
take a look at the evolution and innovation of Tide.
In a 2009 survey, consumers ranked Tide among the three brands they would be least likely to
give up during the Great Recession. The Tide trademark is an easily recognized, distinctive
orange-and-yellow bulls-eye. This original logo was designed by Donald Deskey, an architect
and famous industrial designer.
Currently, the Tide brand is on at least six powders and liquid detergents in the United States
alone.
BCG Matrix of Tide
The BCG matrix, is a device that permits to arrange and assess the items and administrations of a
business. It is a choice making instrument so as to adjust the exercises of an organization among
those which make benefits, the individuals who guarantee development, those which constitute
the eventual fate of the firm or the individuals who are its legacy. With this instrument one can
characterize the advancement strategy of the organization.
The grid will position the items/administrations in two ways:
1. The rate of growth of the market;
2. The market share of a product offered facing the competitors.

3. STAR:
Tide detergent has the highest market share and highest business growth which has showed a lot
of growth in sales since many decades, and still it’s one of the most of the most used household
amongst the household in United States and all over the world.
DOG:
Tide Stain Remover, has small market share yet low market growth because of its new product
so the new product takes time to gain its value thus neither generate nor consume a large amount
of cash.
QUESTION MARK:
Tide Pacs, It has a small market share in a high growth market. Tide Pacs are growing rapidly
and thus consume large amounts of cash, but because Tide Pacs have low market shares they do
not generate much cash. It has the potential to gain market share and become a star, and
eventually a cash cow when the market growth slows.
CASH COW
Tide Boost, has a large market share in a mature, slow growing industry. As leaders in a mature
market, Tide Boost exhibit a return on assets that is greater than the market growth rate, and thus
generate more cash than they consume. Tide Boost should be "milked", extracting the profits and
investing as little cash as possible.
GE Matrix of Tide
GE-McKinsey nine-box matrix is a strategy tool that offers a systematic approach for the multi
business corporation to prioritize its investments among its business units.
Market Attractiveness:

4. Tide, has a substantial standing within a market, as their products are gorwing and it also
includes Annual market growth rate
Overall market size
Historical profit margin
Current size of market
Market structure
Market rivalry
Demand Variability
Global opportunities
Business Unit Strength:
Tide, has several business units producing the different kind of products in a same niche, the
above table is evaluated. This refers to how strong the firm or SBU is in terms of the market
A market might be very attractive but the firm lacks strengths in terms of supplying the market
As with industry attractiveness a composite of industry strength is based on weighting a range of
factors.
Options for each cell:
 Invest for growth (cell 1)
This is a very attractive market in which the firm has great strength
Distinctive competences can be harnesses to good advantages
Recommended strategies:
-Invest for growth
-search for global opportunities
-maximise market share
-seek dominance
-concentrate on building up strength in this area
 Manage selectively (cells 2 and 4)
These two cells record a high rating in either business strength or industry attractiveness and a
medium rating in the other This suggests that these SBUs show some promise.
Recommended strategy:
Investment for growth

5. Invest to expand existing segments
Search for new segments
Build on existing strengths in order maintain competitive ability and even to challenge for
leadership
 Manage selectively (cells 3,5,7)
In each case the SBU has certain positive features – high in one of the dimensions or middling in
both
Recommended strategy
Invest for earnings
Maintain/defend market position
Concentrate on selected segments
Specialize in niches where strengths could be built on
Invest selectively
 Harvest (cells 6, 8 and 9)
In each case either market attractiveness or business strength is low and other one is only
medium
Recommended strategies:
Manage for cash
Avoid unnecessary investment
Move to the most profitable segments
Prune product lines
Specialise in profitable niches
Consider exit