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achieved by enhancing the delivery that will continue to reach neglected regions. This will increase sales of DHL (Benjamin A. Minden-Birkenmaier et al., 2019).CASH COWSThe strategic business segment, Supplier Management Services, is cash cows in the BCG networkof DHL. This has been going on for decades and has received a lot of DHL revenue. The market share of DHL is high. However, the overall market is low because companies manage their suppliers rather than outsourcing. The suggested approach for DHL is to stop investing in this market and pursue its strategic sector as long as the company becomes successful.The brand's strategic business segment No. 3 is cash cows in the DHL BCG structure. This is an innovative product with a market share of 25% in its segment. DHL is also the leader of the market in this category. In recent years, the overall category has been slowly declining. DHL has the powerto influence the business in this area as well. It is, therefore, essential to invest in research and development in order to be able to create a brand. This will allow the group to expand and transform cash cows into stars. Overall benefits would increase sales of DHL.The International Food Strategy Business Unit is cash cows in the BCG matrix for DHL. This business unit has a market share of up to 30% in its group. However, now people are less inclined towards international food. This evolving pattern is contributing to a decline in the growth rate of the industry. The suggested strategy for DHL is to invest properly in order to operate this strategic business unit. If it is no longer profitable and becomes dogs, DHL should sell this strategic corporation (Benjamin A. Minden-Birkenmaier et al., 2019).QUESTION MARKSThe Regional Food Strategy Department is a question mark in the DHL BCG matrix. Recent market trends show that consumers are focusing on local food. This market, therefore, has a high growth rate. However, DHL has a low market share of this faction. The preferred approach for DHL is to invest in infrastructure and development with new features. The product development plan should ensure that this strategic business segment becomes cash cows and produce potential profits for the company.Page 6
The strategic business segment number 4 of the company is a question mark in the BCG equation for DHL. The strategic business segment is part of a fast-growing industry. Nevertheless, this strategic business segment has suffered losses over the last few years. The research and development team failed to innovate. The suggested plan for DHL is to sell to prevent future damages.The strategic confectionery business unit is a question mark in the BCG framework for DHL. The chocolate industry is an exciting market that has grown over the years. Nonetheless, DHL has a small market share in this lucrative business. Low sales are the result of low coverage and poor distribution by DHL. In this area, the suggested approach for DHL is via market penetration, which will make their products available in more shops. This will allow increased sales of DHL and transform strategic business segments into cash cows (Benjamin A. Minden-Birkenmaier et al., 2019).