Choice of the business portfolio of Canal+ (2008)
- What is the IMF?
- The source of the IMF
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- Work of the organization
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Should the company Canal+ continue to diversify and expand its portfolio of activities, or should it instead focus on consolidating its achievements, and concentrating on its core craft which includes culture, movies and sports? We will present three methods developed by consulting firms to analyze the strategy of Groupe Canal+.
To do this, we will use three tools which answer basic strategic questions: On what activities should our investments focus? Which activity should remain unchanged? What activities should be abandoned? These tools, which allow us to analyze globally and simultaneously the activities of the company's portfolio as a whole, are built around two dimensions: the attractiveness dimension (which summarizes the tool) and the size advantage (summarize the internal analysis). So we will describe three matrices, their operations, their advantages and disadvantages and subsequently deduce the strategy of Canal + in managing its business portfolio.
The BCG matrix (formulated in the late 60s), is a matrix whose dimensions are quantitative growth of the sector relative to GDP and relative share of the market. The ADL matrix assesses the maturity of the sector (both quantitative and qualitative) with the company's competitive position. The McKinsey matrix compares the qualitative attractiveness of the sector for the company with its competitive position.
The BCG Matrix (Boston Consulting Group) positions the SBA (Strategic Business Area) based on two criteria and are represented by circles whose sizes vary according to the place in the turnover of the company. The first criterion is the abscissa relative market share and the second criterion is the rate of growth in this market.