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The BCG matrix method is based on the return invigoration cycle theory that can be used to determine what priorities should be given in the product portfolio of a crease unit. To ensure long-term value creation, a partnership should have a portfolio of products that contains some(prenominal) high- offshoot products in need of property inputs and low-growth products that generate a lot of cash. It has 2 dimensions marketplace shargon and market growth. The basic idea behind it is that the bigger the market share a product has or the accelerated the products market grows, the better it is for the company.Placing products in the BCG matrix results in 4 categories in a portfolio of a company specie Cow a business unit that has a large market share in a mature, slow growing industry. Cash cows require little investment and generate cash that can be used to invest in other business units. Star a business unit that has a large market share in a fast growing industry. Stars may generate cash, but because the market is growing rapidly they require investment to maintain their lead. If successful, a thaumaturge will befit a cash cow when its industry matures. heading Mark (or Problem Child) a business unit that has a small market share in a high growth market. These business units require resources to grow market share, but whether they will succeed and become stars is unknown. Dog a business unit that has a small market share in a mature industry. A dog may non require substantial cash, but it ties up capital that could better be deployed elsewhere. Unless a dog has some other strategic purpose, it should be liquidated if there is little prospect for it to shoot market share. pic Some limitations of the Boston Consulting Group Matrix include High market share is not the only success factor Market growth is not the only indicator for attractiveness of a market Sometimes Dogs can earn even more cash as Cash oxen The BCG Matrix method can help under stand a frequently do strategy slip ones mind having a one-size-fits-all-approach to strategy, such as a generic growth tar nourish (9 percent per year) or a generic return on capital of say 9. % for an entire corporation.In such a scenario A. Cash Cows Business Units will beat their profit target easily their management have an lite job and are often praised anyhow. Even worse, they are often allowed to reinvest substantial cash amounts in their businesses which are mature and not growing anymore. B. Dogs Business Units fight an impossible battle and, even worse, investments are made now and then in hopeless attempts to turn the business around. C. As a result (all) Question Marks and Stars Business Units get mediocre size investment funds. In this way they are otiose to ever become cash cows. These inadequate invested sums of money are a waste of money. Either these SBUs should puzzle enough investment funds to enable them to achieve a real market dominance and become a cash cow (or star), or otherwise companies are advised to disinvest and try to get whatever possible cash out of the question marks that were not selected.