Relevant bibliographies by topics / Boston Consulting Group

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Academic literature on the topic 'Boston Consulting Group'

Author: Grafiati
Published: 4 June 2021
Last updated: 26 February 2023

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Journal articles on the topic "Boston Consulting Group"

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Johnson, Tim. "Perspectives on Strategy: From the Boston Consulting Group." Quality Management Journal 6, no. 4 (January 1999): 79–80. http://dx.doi.org/10.1080/10686967.1999.11919217.

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Oh, Timothy S., James E. Peacock, Katherine Le, M. Rizwan Sohail, Larry M. Baddour, Holenarasipur R. Vikram, Jose M. Miro, et al. "1085. Enterococcal Cardiac Implantable Electronic Device (CIED) Infections: Clinical Features and Outcomes." Open Forum Infectious Diseases 5, suppl_1 (November 2018): S325. http://dx.doi.org/10.1093/ofid/ofy210.920.

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Abstract Background Unlike enterococcal native and prosthetic valve infective endocarditis (IE), enterococcal CIED infections are not well described. Methods Data from the Multicenter Electrophysiologic Device Infection Collaboration (MEDIC), a prospective, observational, multinational cohort study of CIED infections, were used to provide a descriptive analysis of adult patients with CIED infections due to enterococcal species. Results Of 433 patients, 21 (4.8%) were diagnosed with enterococcal CIED infection. Specific data on enterococcal species and antimicrobial susceptibilities were not recorded. The mean age was 70.8 years. No patient had previous CIED infection. Twelve patients (57%) had permanent pacemakers, 5 (24%) had implantable cardioverter defibrillators, and 4 (19%) had biventricular devices. Among the 21 infections, 3 (14%) were categorized as CIED-related bloodstream infections and 18 (86%) as IE; no patient had isolated pocket infection. Of the IE cases, four were valvular IE, eight were lead IE, and six were both. Fourteen cases of IE (78%) were definite by the modified Duke criteria. Median time from last device procedure to infection was 510 days (range 37–2,952 days). The most common presenting symptom was fever (48%); five patients (24%) exhibited local signs of pocket infection. All 21 patients underwent TEE with vegetations demonstrated in 17 (81%). Blood cultures grew enterococci from all patients. The most common antimicrobial regimen was a penicillin plus aminoglycoside (38%); two patients (9.5%) received ampicillin + ceftriaxone. Antibiotics were given for a median of 43 days. Only 14 patients (67%) had complete device removal; the seven patients retaining their device were judged to be at high risk for extraction. There was one death during the index hospital stay with four additional patients dying over the 6 months after therapy (overall mortality 24%); two of the seven patients retaining their CIED died. Conclusion Enterococci caused 4.8% of all CIED infections in our cohort. Most infections appeared to be hematogenous in origin with late onset. IE was the most common infectious syndrome. A penicillin plus aminoglycoside, given for 6 weeks, was the most frequent therapy. Only 67% of patients underwent device removal. At 6 months follow-up, no relapses had occurred but overall mortality was 24%. Disclosures J. E. Peacock Jr., Pfizer, Inc.: Shareholder, Owns common stock in Pfizer which was inherited and held in a trust. M. R. Sohail, TyRx Inc.: Investigator, Research support. Medtronic Inc.: Investigator, Research support. Medtronic Inc.: Consultant, Speaker honorarium. Spectranetics: Consultant, Speaker honorarium. Boston Scientific Corp: Consultant, Speaker honorarium. L. M. Baddour, UpToDate: Collaborator, Royalty payment. J. M. Miro, Abbvie: Consultant and Grant Investigator, Consulting honoraria and Research grant. Bristol-Myers Squibb: Consultant and Grant Investigator, Consulting honoraria and Research grant. Genentech: Consultant and Grant Investigator, Consulting honoraria and Research grant. Medtronic: Consultant and Grant Investigator, Consulting honoraria and Research grant. Novartis: Consultant and Grant Investigator, Consulting honoraria and Research grant. Gilead Sciences: Consultant and Grant Investigator, Consulting honoraria and Research grant. Pfizer: Consultant and Grant Investigator, Consulting honoraria and Research grant. ViiV Healthcare: Consultant and Grant Investigator, Consulting honoraria and Research grant. A. J. Greenspon, Medtronic: Consultant, Speaker honorarium. Boston Scientific: Consultant, Speaker honorarium. St. Jude: Consultant, Speaker honorarium. R. G. Carrillo, St. Jude Medical Group: Speaker’s Bureau, Research support. Spectranetics: Consultant, Speaker honorarium. Sorin Group: Speaker’s Bureau, None. Boston Scientific Corp: Speaker’s Bureau, None. D. Z. Uslan, Medtronic: Investigator, Research support. Boston Scientific: Consultant, Speaker honorarium.
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Joseph, John. "Resume of interview with Ron Nicol, Boston Consulting Group." Journal of Organization Design 4, no. 3 (November 9, 2015): 48. http://dx.doi.org/10.7146/jod.22083.

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In this interview, Ron Nicol, Senior Partner and Managing Director at BCG and John Joseph, Assistant Professor of Strategy at the University of California-Irvine, discuss BCG’s approach to organizational design known as “delayering.” Delayering is the process by which the layers and levels in the organization are reduced and aligned so as to provide better decision making and reduce costs. As Nicol discusses, delayering is a multi-step process based on two key concepts: the geometric nature of organizational structure and LeChatelier’s Principle. Key success factors include CEO involvement, participation at multiple levels of the organization, and adherence to a carefully crafted set of design principles. Nicol also discusses the optimal structure for Fortune 500 companies and their international equivalents.
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Winarti, Titin. "HUBUNGAN FUZZY LOGIC DENGAN BOSTON CONSULTING GROUP UNTUK EVALUASI PRODUK." Jurnal Transformatika 8, no. 1 (July 30, 2010): 1. http://dx.doi.org/10.26623/transformatika.v8i1.43.

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<span>Dalam perkembangan teknologi yang semakin pesat ini kebutuhan hari informasi yang benar akurat dan real sangat dibutuhkan oleh banyak orang. Dengan informasi, kita dapat melakukan apa yang akan kita lakukan ke depan dengan memiliki informasi. Informasi dapat menyediakan data yang relevan, akurat, dapat mengerti, pada jadwal untuk semua orang sehingga dapat dibuat untuk membuat keputusan. Fuzzy Logic dengan Boston Consulting Group digunakan untuk mengevaluasi produk untuk mendapatkan keputusan yang relevan Fuzzy Logic adalah metode diterapkan untuk mendukung proses evaluasi. Fuzzy Logic adalah metodologi yang telah ditetapkan dan secara luas digunakan untuk sistem model yang variabelnya bersifat kontinu, tidak pasti, atau ambigu. Ide utama dari Logika Fuzzy adalah bahwa hal-hal dalam dunia realitas yang lebih baik digambarkan dengan memiliki fungsi keanggotaan parsial pada pertemuan yang masing-masing saling melengkapi selain memiliki fungsi keanggotaan yang lengkap dalam sebuah pertemuan eksklusif. Proses evaluasi produk dilakukan sebagai berarti untuk menganalisis performansi produk di lapangan dilihat dari beberapa parameter tertentu. Output dari proses ini adalah mengevaluasi strategi rekomendasi untuk menjadi acuan dalam pengambilan keputusan atau rencana aksi untuk kelanjutan produk. Rencana Aksi ini merupakan strategi ini atau perlakuan yang akan diberlakukan untuk produk dievaluasi. Kata Kunci : Fuzzy Logic, Boston Consulting Group, Pengambilan Keputusan</span>
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Syahfitri, Dwi, Eko Nurhadi, and Indra Tjahaja Amir. "Boston Consulting Group Sebagai Dasar Strategi pada PG Candi Baru Sidoarjo." AGRIMOR 6, no. 3 (July 31, 2021): 101–7. http://dx.doi.org/10.32938/ag.v6i3.1357.

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PG Candi Baru Sidoarjo mengalami tuntutan persaingan yang semakin kompetitif dari dalam negeri maupun luar negeri untuk memasuki pasar global dalam industri gula. Adanya kondisi persaingan tersebut dipastikan akan berimplikasi sehingga perlunya megetahui terlebih dahulu posisi pertumbuhan pasar agar mampu mempersiapkan strategi yang tepat untuk perusahaan. Metode penelitian adalah deskriptif kuantitatif dengan perhitungan boston consulting group. Hasil penelitian menunjukan bahwa posisi matriks pertumbuhan pasar PG Candi Baru Sidoarjo berada pada posisi kuadran tanda tanya dengan jenis bisnis yang memiliki pangsa pasar rendah, tetapi memiliki prospek pertumbuhan pasar yang tinggi dengan perolehan nilai sebesar 0,094 < 1.
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Макушин, М., and А. Фомина. "Проблемы оптимизации цепочек поставок подрядчиков Пентагона." ELECTRONICS: SCIENCE, TECHNOLOGY, BUSINESS 192, no. 1 (January 31, 2020): 164–71. http://dx.doi.org/10.22184/1992-4178.2020.192.1.164.171.

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Рассматривается практика подрядчиков МО США по оптимизации цепочек поставок, трансформационный подход консалтинговой фирмы Boston Consulting Group и планы ВВС США по совершенствованию закупочно-эксплуатационной деятельности.
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Samsudin, Muhammad, and Minto Waluyo. "ANALISIS STRATEGI PROMOSI PRODUK KOPI TARIK UNTUK MENINGKATKAN VOLUME PENJUALAN PADA DIVISI PROMOSI DENGAN METODE SWOT DAN BCG DI PT. XYZ." JUMINTEN 2, no. 2 (March 31, 2021): 144–55. http://dx.doi.org/10.33005/juminten.v2i2.131.

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XYZ merupakan grup perusahaan multinasional yang bergerak bidang minuman (kuliner). Produk minuman yang diproduksi oleh perusahan ini adalah beragam jenis olahan Kopi. Permasalahan yang dihadapi oleh PT. XYZ adalah pada jenis produk Kopi Tarik pada bulan Oktober 2019 hingga Desember 2019 mengalami stagnan penjualan atau dapat dikatakan tidak ada peningkatan penjualan sehingga dibutuhkan strategi promosi untuk menghadapi persaingan bisnis terutama pada bisnis kopi. Solusi dari permasalahan tersebut adalah dengan metode SWOT dan BCG (Boston Consulting Group). Untuk metode SWOT, nantinya dapat menghasilkan strategi yang terbaik dengan mempertimbangkan faktor internal dan faktor eksternal pada produk kopi tarik. Selanjutnya, pada metode BCG (Boston Consulting Group) diharapakan dapat mengetahui posisi perusahaan dengan mempertimbangkan pertumbuhan pasar dan pangsa pasar. Dari perhitungan yang telah dilakukan mendapatkan hasil grafik SWOT menempati kuadran 1 yang mengartikan bahwa posisi ini membuktikan dengan rekomendasi taktik “progresif”sebuah organisasi yang kuat dan berpeluang. Untuk metode BCG didapatkan hasil bahwa posisi perusahaan berada di kuadran tanda tanya (question mark) dimana pada kondisi perusahaan menghadapi pangsa pasar rendah sedangkan kondisi pertumbuhan tinggi. Maka, perusahaan dapat mengambil langkah prioritas dengan pembelajaran dan pertumbuhan peningkatan promosi, meningkatkan kualitas, meningkatkan varian produk kopi tarik, dan memberikan pelayanan lebih kepada konsumen. Kata Kunci : Strategi Pemasaran, SWOT, Boston Consulting Group.
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Permata, Ekie Gilang, Muhammad Rizki, Petir Papilo, Silvia Silvia, and Azzahra Mahabbah Zain. "Analisa Strategi Pemasaran Dengan Metode BCG (Boston Consulting Group) dan Swot." Jurnal Sains, Teknologi dan Industri 17, no. 2 (June 1, 2020): 92. http://dx.doi.org/10.24014/sitekin.v17i2.12329.

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Lillah Hijab adalah sebuah industri rumahan yang memproduksi berbagai produk fashion seperti produk hijab. Penelitian ini dilakukan untuk menganalisis strategi pemasaran Lillah Hijab dengan menggunakan metode BCG Matrix dan Analisis SWOT. Hasil dari penelitian ini menggunakan matriks BCG dengan menghitung tingkat pertumbuhan pasar bahwa Lillah Hijab terletak pada posisi Question Mark sebesar 14,2 % dan pada perhitungan pangsa pasar relatif bahwa posisi Lillah hijab menghadapi pangsa pasar yang rendah dan terjadi kondisi pertumbuhan yang tinggi dengan nilai sebesar 0,85. Hasil dari analisis SWOT terdapat beberapa bagian yaitu Faktor Internal, Faktor Eksternal, Matrik IE, dan strategi pemasaran yang efektif dalam meningkatkan penjualan Lillah Hijab. Strategi Perusahaan yang Efektif dalam Meningkatkan Penjualan Lillah Hijab adalah dengan Strategi S-O (Strengths-Opportunitties) melakukan kerjasama yang baik kepada karyawan dan distributor, melakukan potongan harga disetiap hari spesial, mempertahankan dan meningkatkan kualitas pada produk. Strategi S-T (Strengths-Opportunitties) menetapkan harga sesuai dengan perubahan harga bahan baku, tetap memperhatikan kebutuhan pelanggan tanpa merugikan perusahaan, dan menambah beberapa jenis produk yang baru dengan memperhatikan kualitas agar dapat bersaing dengan produk yang tidak sejenis maupun yang sejenis. Strategi W-O (Weaknesses-Opportunities) menambah modal dengan melakukan kerjasama investor atau melakukan peminjaman kepada bank, melakukan kerjasama dengan agen-agen gunanya untuk memperluas area pemasaran, membuka toko sendiri di perkotaan, serta memperluas pangsa pasar dengan mengikuti strategi penjualan online, yang dan melakukan pengembangan produk agar menarik pelanggan. Strategi W-T (Weaknesses-Threaths) mengumpulkan informasi dalam pengembangan dan pemasaran produk dan melakukan kerjasama yang baik dengan penyedia bahan baku dan investor agar dapat meningkatkan kapasitas produksi.
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Saputra, Afrizal Dwi Wana, R. Deni Muhammad Danial, and Acep Samsudin. "Analisis Strategi Pemasaran Industri Makanan Ringan Menggunakan Boston Consulting Group Matrix." JIMEK : Jurnal Ilmiah Mahasiswa Ekonomi 3, no. 1 (March 13, 2020): 1. http://dx.doi.org/10.30737/jimek.v3i1.710.

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Dunia usaha industri minuman dan makanan pada dekat ini mengalami peningkatan sebesar 7.88% ditahun 2015 dan 8.22% ditahun 2016 dengan semakin tingginya pertumbuhan industri minuman dan makanan persaingan antar perusahaan seperti Mayora Indah Tbk, Indofood CBD, Siantar Top dan Tiga Pilar Sejahtera menjadi lebih kompleks. Setiap perusahaan harus memiliki strategi pemasarannya masing-masing untuk mempertahankan daya saing dengan kompetitor lainnya, oleh karena itu penulis melakukan penelitian ini bertujuan untuk mengetahui posisi perusahaan Mayora Indah Tbk berdasarkan Boston Consulting Group Matrix (BCG) sehingga perusahaan dapat merencanakan strategi yang tepat untuk meningkatkan daya saing. Pada penelitian ini menggunakan metode deskriptif dengan pendekatan kuantitatif. Dengan matriks BCG, dapat diketahui tingkat pertumbuhan pasar penjualan produk PT. Mayora Indah Tbk sebesar 13.44% yang berarti bahwa PT. Mayora Indah Tbk memiliki pertumbuhan pasar yang tinggi. Telah diketahui juga bahwa pangsa pasar relatif PT. Mayora Indah Tbk tahun 2017 sebesar 0,58 kali <1 yang artinya menunjukkan bahwa PT. Mayora Indah Tbk memiliki pangsa pasar lebih kecil dibandingkan dengan Indofood CBP karena nilai pangsa pasar relatif Indofood CBP sebesar 1.71 kali >1. Dan berdasarkan matrik BCG PT. Mayora Indah Tbk 2017, letak posisi titik berada di kuadran Question Mark atau tanda tanya dengan indikasi pertumbuhan pasar yang tinggi dan pangsa pasarnya yang rendah. Ini berarti jumlah pertumbuhan penjualan Mayora tinggi dan pangsa pasar rendah. Strategi yang dapat di ambil adalah tetap berinvestasi pada produk atau bisnis unit yang berada dalam kategori Question Marks ini karena pertumbuhan pasar yang tinggi.
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Safitri, Dian, Sulisti Afriani, and Eska Prima Monique Damarsiwi. "Boston Consulting Group (BCG'S) Analysis On Powder Coffee 1001 Bengkulu City." Journal of Indonesian Management (JIM) 1, no. 1 (March 20, 2021): 1–8. http://dx.doi.org/10.53697/jim.v1i1.112.

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In implementing the marketing strategy, it is always related to marketing recommendations consisting of four variables, namely: product, price, place, promotion. BCG analysis is based on the basic premise that a company should have a balanced portfolio of business, which produces more than the amount it uses. Its role is determined by two factors, namely: (1) Market Growth Rate (2) Relative Market Share. The BCG analysis has 4 cells representing 4 combinations showing the lowest growth rate and market share, namely: stars, cash cows, dogs, and question marks. The data collection methods used in this writing were the observation method, the interview method (unstructured), and the documentation method. BCG analysis was carried out based on data on the sales volume of Usaha Kopi Bubuk 1001 of Bengkulu City in 2018 and 2019 which were compared with the sales volume data of Usaha Kopi Bubuk Aroma in 2019, to obtain a relatively high level. From the results of research with BCG analysis, it can be seen that the market growth rate of Usaha Kopi Bubuk 1001 of Bengkulu City in 2019 is 14% and the relative market share is 1.6x, then Usaha Kopi Bubuk 1001 of Bengkulu City is in the Star position, which indicates that growth high market and relatively high market share, and it is related to the Product Life Cycle, the product position of Usaha Kopi Bubuk 1001 of Bengkulu City is in the Growth stage, so the strategy used by Usaha Kopi Bubuk 1001 of Bengkulu City is the Hold strategy.
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Dissertations / Theses on the topic "Boston Consulting Group"

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Karim, Lawko, and Julia Lindahl. "Is Your Diversity Agenda Really Working? : A case study on Boston Consulting Group (BCG) in Sweden." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-447970.

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In the last decades, research in the field of diversity management has placed a focus on inclusion. It is argued that a diverse and inclusive workplace can lead to productivity and creativity, thus economic growth. However, in order to effectively manage diversity, it is important to recognize the differences in individuals as a focus on sameness can create an exclusionary environment where employees conform to the mainstream culture. This, according to more recent research in the topic, remains a diversity challenge. Further, diversity management has placed an increased awareness on the importance of creating an inclusive environment. Therefore, this thesis aims to understand what may hinder ethnic minorities within an MNC to feel included for effective diversity management to be achieved. Consequently, a qualitative and case study design has been implemented with Boston Consulting Group (BCG) as a case company. It allowed for an in-depth company view and analysis of the thoughts and feelings of inclusion among the employees at BCG. The findings indicate that a lack of recognition of diversity and the fact that employees with a different ethnic background assimilate to the dominant office culture hinders inclusion. Therefore, the case company does not achieve effective diversity management.
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Santolin, Rodolfo Cola. "Proposta de ferramenta de gestão das bolsas de resíduos brasileiras com uso do Balanced Scorecard e Boston Consulting Group." reponame:Repositório Institucional da UFES, 2014. http://repositorio.ufes.br/handle/10/1693.

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Um grande marco para o Brasil foi a aprovação da Política Nacional de Resíduos Sólidos (PNRS), em 02 de agosto de 2010, por meio da Lei nº 12.305/10. A PNRS introduziu diversos mecanismos tendentes a minimizar os impactos negativos provocados pelos consumidores e produtores, definindo as etapas gerenciais para minimização desses impactos, tendo destaque para a reutilização e reciclagem dos resíduos. Um aliado para aumentar os percentuais de produtos reutilizados e reciclados é a utilização da Bolsa de Resíduos como identificadora de mercados para negociação de resíduos, por meio da aproximação entre os geradores e os interessados em reciclar e reutilizar. A bolsa é uma importante ferramenta de gerenciamento de resíduos no Brasil, porém subutilizada, pois existem alguns entraves no sistema de gestão das bolsas que dificultam mensurar a importância no processo de mitigação de resíduos. Essa pesquisa é justificada pela necessidade de buscar melhorias no sistema de gestão das bolsas de resíduos a fim de aumentar o percentual de reuso e reciclagem dos resíduos anunciados. O objetivo dessa pesquisa é elaborar uma estrutura de Balanced Scorecard (BSC) como proposta para utilização na gestão das bolsas de resíduos brasileiras em atendimento aos princípios e objetivos da PNRS. A proposta de construir uma estrutura de BSC para a gestão das bolsas possibilita o desenvolvimento de uma ferramenta administrativa baseada em 4 perspectivas (financeira, clientes, processos internos e aprendizado) para identificar os entraves do sistema de gestão e potencializar o uso da bolsa de resíduos como ferramenta para PNRS. Com relação ao método da pesquisa, o trabalho apresenta uma abordagem de caráter qualitativo, composta de duas fases: uma bibliográfica exploratória e uma pesquisa aplicada. Como conclusão a estrutura de BSC foi desenvolvida e adaptada para uma melhor operacionalização das bolsas de resíduos brasileiras em atendimento aos clientes. As 4 perspectivas estão em sintonia para melhorar e aprimorar as informações e serviços prestados aos usuários das bolsas. O BSC desenvolvido propõe modificações na estrutura de gestão das bolsas de modo a aprimorar sua utilização, aumentando o volume de resíduos negociados, desenvolvendo planos em conjunto com setor privado (redução, reciclagem e reuso) e transformando sua estrutura para que opere com recursos próprios, de modo financeiramente estável, atendendo assim aos princípios e objetivos da PNRS.
A great milestone for Brazil was the approval of the National Policy Solid Waste, on 2010 August 2nd, by Law number 12.305/10. The National Policy Solid Waste which introduced several mechanisms to minimize the negative impacts caused by consumers and manufacturers, defining managerial steps to minimize these impacts, with emphasis on reuse and recycling waste. For improving the percentage of reused and recycled products is the use of waste exchange as identifying markets for trading of waste by means of rapprochement between generators and interested in recycling and reuse. Waste exchange is an important tool for waste management in Brazil, but underutilized, because there are some obstacles in the management system that make it difficult to measure the importance of the mitigation process waste. This research is justified by the need to improvements in the management of waste exchange in order to increase the percentage of reuse and recycling of waste advertised, corroborating the National Policy Solid Waste, contributing to sustainable development. The objective of this research is to develop a framework of Balanced Scorecard (BSC) as proposed for use in the management of waste exchange of Brazilian in compliance with the principles and objectives of National Policy Solid Waste. The proposal to build a framework of BSC for management of waste exchange enables the development of a management tool based on four perspectives (financial, customer, internal processes and learning) for identifying obstacles management system and increase the use of waste exchange as a tool for National Policy Solid Waste. With respect to the research method, the paper presents a qualitative approach consisting of two phases: an exploratory literature and applied research. In conclusion the structure of BSC was developed and adapted for better operationalization of waste exchange in Brazilian customer service. The four perspectives are tuned to improve and enhance the information and services provided to users. The BSC developed proposed changes in the management structure of the waste exchange in order to enhance their use, increasing the volume of waste traded develop plans in conjunction with private sector (reduction, recycling and reuse) and changing it structure to operate with own resources, financially stable, according to the principles and objectives of National Policy Solid Waste.
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SANTOLIM, R. C. "Proposta de ferramenta de gestão das bolsas de resíduos brasileiras com uso do Balanced Scorecard e Boston Consulting Group." Universidade Federal do Espírito Santo, 2014. http://repositorio.ufes.br/handle/10/3898.

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Um grande marco para o Brasil foi a aprovação da Política Nacional de Resíduos Sólidos (PNRS), em 02 de agosto de 2010, por meio da Lei nº 12.305/10. A PNRS introduziu diversos mecanismos tendentes a minimizar os impactos negativos provocados pelos consumidores e produtores, definindo as etapas gerenciais para minimização desses impactos, tendo destaque para a reutilização e reciclagem dos resíduos. Um aliado para aumentar os percentuais de produtos reutilizados e reciclados é a utilização da Bolsa de Resíduos como identificadora de mercados para negociação de resíduos, por meio da aproximação entre os geradores e os interessados em reciclar e reutilizar. A bolsa é uma importante ferramenta de gerenciamento de resíduos no Brasil, porém subutilizada, pois existem alguns entraves no sistema de gestão das bolsas que dificultam mensurar a importância no processo de mitigação de resíduos. Essa pesquisa é justificada pela necessidade de buscar melhorias no sistema de gestão das bolsas de resíduos a fim de aumentar o percentual de reuso e reciclagem dos resíduos anunciados. O objetivo dessa pesquisa é elaborar uma estrutura de Balanced Scorecard (BSC) como proposta para utilização na gestão das bolsas de resíduos brasileiras em atendimento aos princípios e objetivos da PNRS. A proposta de construir uma estrutura de BSC para a gestão das bolsas possibilita o desenvolvimento de uma ferramenta administrativa baseada em 4 perspectivas (financeira, clientes, processos internos e aprendizado) para identificar os entraves do sistema de gestão e potencializar o uso da bolsa de resíduos como ferramenta para PNRS. Com relação ao método da pesquisa, o trabalho apresenta uma abordagem de caráter qualitativo, composta de duas fases: uma bibliográfica exploratória e uma pesquisa aplicada. Como conclusão a estrutura de BSC foi desenvolvida e adaptada para uma melhor operacionalização das bolsas de resíduos brasileiras em atendimento aos clientes. As 4 perspectivas estão em sintonia para melhorar e aprimorar as informações e serviços prestados aos usuários das bolsas. O BSC desenvolvido propõe modificações na estrutura de gestão das bolsas de modo a aprimorar sua utilização, aumentando o volume de resíduos negociados, desenvolvendo planos em conjunto com setor privado (redução, reciclagem e reuso) e transformando sua estrutura para que opere com recursos próprios, de modo financeiramente estável, atendendo assim aos princípios e objetivos da PNRS.
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Škodíková, Simona. "Výzvy v řízení lidských zdrojů do 2020." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-197082.

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The thesis is divided into theoretical, methodological and practical part. The theoretical part deals with the development of management considering HR aspects, the development of the concept of HR work with detail on the models of human resource management and the importance of human resources. In the methodological part, the methods of research are presented. The research itself, its results and subsequent recommendations for HR professionals are described in the practical part of the thesis. First, the key challenges in human resource management are identified and characterized. These challenges are subjected to qualitative and quantitative researches and then the results are compared to Europe-wide survey by The Boston Consulting Group. The final chapter gives practical recommendations to HR professionals and executive managers how to work with the most key HR challenges so that HR professionals are treated as the business partners and the future competitiveness of a company in the market is ensured.
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Staňková, Denisa. "Strategické podnikatelské aktivity vybraného podniku." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-71995.

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The subject of this thesis is to propose suitable business strategies that will lead to strengthening of the company's current situation and increase of sales. The thesis is divided into theoretical and practical part. The first part theoretically describes methods and procedures used in the practical part. The second part analyses external and internal environment of the chosen company and from the obtained results SWOT analysis and BCG portfolio matrix are created. Subsequently, new strategy is created separately for different individual strategic business units. In the end, chosen strategies are developed into four parts with regards to marketing, finance, R&D and product portfolio.
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Hsueh, Fang-Wei, and 薛方瑋. "Strategic Positioning of Tourist Hotels of Four Areas in Taiwan: The Application of Boston Consulting Group (BCG)-like Matrix Model." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/a3zpw8.

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碩士
國立交通大學
企業管理碩士學程
103
This study analyzes the revenue structure of tourist hotels from different four areas in Taiwan and use a quantitative method to describe the change of the individual positioning from the last 14 years. We use the Mann-Whitney U test to exam if there are significant difference shows in the food &; beverage (F&;B) revenue of these four areas. Besides, we also adopt the BCG matrix, which was develop by Boston Consulting Group in 1970 s, to depict the area-based change and dynamic positioning of single famous hotels from 2001 to 2014. Empirical results show that room and F&;B revenue grow with the time. The tourist hotels located in northern and southern regions equally focus on both two revenues and are also the most internationalized ones in four areas. The central region did not show any specific pattern of change. The tourist hotels in eastern region mainly rely on the room revenue. Additionally, not only the international tourist hotels but also the standard tourist hotels in four areas are getting more internationalized.
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Books on the topic "Boston Consulting Group"

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(Firm), WetFeet. The Boston Consulting Group. 2nd ed. Philadelphia, PA: WetFeet, 2009.

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W, Stern Carl, Stalk George 1951-, and Boston Consulting Group, eds. Perspectives on strategy: From the Boston Consulting Group. New York: J. Wiley, 1998.

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Group, Boston Consulting, ed. Own the future: 50 ways to win from the Boston Consulting Group. Hoboken, New Jersey: John Wiley & Sons, Inc., 2013.

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Pasqualetti, Stefano. BCG 10HY New York: The Boston Consulting Group's Journey to 10 Hudson Yards. Milan: Electa, 2018.

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Andrews, Daren Robert. Product life cycle and Boston Consulting Group portfolio management concepts applied to Chloride Industrial Batteries product portfolio. Salford: University of Salford, 1994.

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Verfasser, Liechtenstein Heinrich von, and Stevenson Howard Verfasser, eds. Winning angels: Mentoren im Netzwerk des Erfolgs ; sieben Bausteine für ein erfolgreiches Risiko-Investment ; mit dem Know-how von Boston Consulting Group ; Deutsche Venture Capital. Wien: Signum-Wirtschaftsverl., 2003.

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Wetfeet. Boston Consulting Group. Wetfeet.Com, 2008.

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Wetfeet. The Boston Consulting Group. 2nd ed. WetFeet, Inc., 2006.

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Wetfeet. The Boston Consulting Group. Wetfeet.Com, 2001.

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Hughes, Melissa, and Michael S. Deimler (Editor) Carl W. Stern (Editor). Boston Consulting Group on Strategy, The. Brilliance Audio, 2015.

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Book chapters on the topic "Boston Consulting Group"

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Evans, Philip. "The Boston Consulting Group." In Management Consultancy, 148–52. London: Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9781403907189_17.

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Heuskel, Dieter, and Babette Claas. "The Boston Consulting Group." In Deutsche Standards, 292–95. Wiesbaden: Gabler Verlag, 2005. http://dx.doi.org/10.1007/978-3-322-82497-4_70.

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Mosquet, Xavier. "The Genetic Code of Global Organization: The Boston Consulting Group." In Handbuch Internationalisierung, 223–28. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56410-9_11.

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Mosquet, X. "The Genetic Code of Global Organization: The Boston Consulting Group." In Internationalisierung, 151–56. Berlin, Heidelberg: Springer Berlin Heidelberg, 1997. http://dx.doi.org/10.1007/978-3-642-97957-6_9.

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Lima, Sewin Ken’yti Horita de. "Matriz Boston Consulting Group (BCG)." In Inteligência para inovação: métodos, técnicas e ferramentas, 161–86. Pimenta Cultural, 2022. http://dx.doi.org/10.31560/pimentacultural/2022.95842.8.

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"Die Portfolioanalyse der Boston Consulting Group." In Strategische Unternehmensführung, 354–61. Vahlen, 2012. http://dx.doi.org/10.15358/9783800642724_354.

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Gwiaździński, Emilian. "Macierz Boston Consulting Group – teoria i nowe spojrzenie." In Innowacyjne działania w obszarze zarządzania i marketingu. Wydawnictwo Uniwersytetu Łódzkiego, 2015. http://dx.doi.org/10.18778/7969-895-0.09.

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Whittington, Richard. "Strategy Consultants." In Opening Strategy, 90–126. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198738893.003.0004.

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This chapter examines strategy consultants as a major part of the Strategy profession. It examines their growth since the middle of the last century, and particularly the development of leading firms such as Bain & Co., the Boston Consulting Group, and McKinsey & Co. It demonstrates the structurally precarious and permeable predicament of strategy consulting firms, with many entries and exits. The challenging economics of strategy consulting are examined, with the problems of cyclical demand, low entry barriers, weak financial structures, and short pipeline highlighted. The chapter identifies three ways strategy consulting firms have managed their predicaments: cultivating professionalism, building relationships, and investing in knowledge. The chapter also examines the nature of strategy consulting work, particularly its combination of high demands and intellectual stimulus.
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"The Boston Consulting Group, Inc. (1970), 'Costs and Experience', 'Price and Experience' and 'Experience and Competitive Interaction', in Perspectives on Experience, Boston: The Boston Consulting Group, Inc., pp. 12-26." In Historical Evolution of Strategic Management, Volumes I and II, 130–45. Routledge, 2017. http://dx.doi.org/10.4324/9781315253336-15.

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Allouche, José, and Géraldine Schmidt. "XV. Bruce Henderson (Boston Consulting Group/B.C.G.) – L’irruption des consultants dans la production de connaissances en stratégie." In Les grands auteurs en stratégie, 278–303. EMS Editions, 2020. http://dx.doi.org/10.3917/ems.loili.2020.01.0278.

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Conference papers on the topic "Boston Consulting Group"

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Ozdoeva, Alina, and Denis Seleznev. "Tools for innovation strategies." In International Conference "Computing for Physics and Technology - CPT2020". Bryansk State Technical University, 2020. http://dx.doi.org/10.30987/conferencearticle_5fce2771a37ca5.74416745.

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The current article is devoted to search tools for determining the optimal solution and forming the optimal company strategy for small innovative companies in the business innovation environment of the oil and gas complex. The main area of research in the article is the reasons for the difficulties of innovative Russian entrepreneurship and its entry into the domestic market and work in this market. We also consider tools such as SWIFT-analysis of assessment and forecasting of the company's performance, the portfolio model of BCG (Boston consulting group), a multi-factor matrix for selecting strategies for the most effective planning of the company's activities, as an improved version of the Arthur D. Little model. At the same time, the study revealed that a wider range of project and strategic opportunities for planning and managing a company is formed by the production and economic matrix using SWOT analysis. Thus, based on this study, the following recommendations were formulated for beginning entrepreneurs and developers in the field of innovation: take into account and apply the strategy for small innovative enterprises according to the SWOT analysis for monitoring and forecasting upcoming events (production or economic); use marketing research tools, as well as forms for planning a product plan for the life of the company; take into account that the forecast should be based on strategic analysis, using the optimal method for specific goals, and be the starting point for developing new models and business development plans.
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