Marketing Strategy and Planning (Two Product Portfolio Analysis models) - Essay Example

Table of Content Content Page Introduction 01 2. Organisational Background 02 3. Seven Seas Product Categories and product List 02 4. Product Portfolio Analysis 04 4.1 General Electric Multifactor Portfolio Model 05 4.2 Shell Directional Policy Matrix 07 5. Application of the two Portfolio Models to Seven Seas Ltd 09 5.1 Seven Seas Product Portfolio in GE Model 13 5.2 Seven Seas Product Portfolio in Shell DPM 14 6. Recommendations for Portfolio 16 7. Conclusion 18 1. Introduction Increased competition fuelled by the process of globalisation, vast developments in the information and telecommunication technology as well as rapid changes in the world social and political structures have created intensely competitive markets in which today’s organisations are struggling to find a competitive foothold. Nature of today’s business is such that, organisations can no longer succeed in achieving a competitive advantage through product quality, speed of supply or production cost management. These factors have become prerequisites to stay in business and no longer offer a platform for competitive advantage. Organisations need to streamline their business strategies and explore and identify areas, which can be best exploited with the organisation’s resource base. Maximizing the effective deployment of organisational resources involve, crafting of market and product strategies that best achieve the organisational objectives. Thus, management of the product portfolio becomes a key management consideration for those companies that aim to achieve sustainable competitiveness in the market place (Thomson & Strickland 2003). In companies such as General Electrics Co. Ltd. and Shell International Chemical Company, product portfolio management is used as a key driver of the strategic management process and used in the resources allocation and investment & divesting decisions. This report aims at providing an overview of product portfolio management models and the use of General Electric Multifactor Portfolio Model & Shell Directional Policy Matrix in the portfolio management process of Seven Seas Healthcare Limited. 2. Organisational Background Seven Seas Ltd’s history date back over 7 decades to the time when a group of trawler owners of Hull responded to the growing reputation of Cod Liver Oil as a medically accepted treatment for illnesses linked to malnutrition, by investing in the commercial production of Cod Liver Oil which is essentially a by-product of the fishing industry. Thus, in 1935, Cod Liver Oil was launched with the brand name Seven Seas. Today the Seven Seas Ltd. which celebrated its 70th Annivasary has grown in to a major intantional healthcare company with a product portfolio that has expanded from a single food supplement to a broad range of vitamin, mineral and health supplements, herbal and homoeopathically-prepared remedies and over-the-counter medicines. The company has developed its product portfolio to cater to the chnaging needs and lifestyles of the world society and invested in innovation and technolog to constantly nature its core business. The company’s products are marketed through joint ventures and appointed dealers in over 80 countries across the globe and the Seven Seas company and it’s brands are market leaders in Ireland, the Middle East, Africa, the Caribbean and Far East. The marketing strategy is a highly differentiated approach, which caters to different age groups, different life styles and nutritional needs. The brand enjoys high consumer awareness and acceptability and has won industry and brand awards such as Best Cod Liver Oil product of the year- 2004 and Haliborange the Best Childrens Health Supplement- 2005. The brand has been voted as the most trusted European Vitamin & Mineral Supplements (VMS) brand by subscribers to Readers Digest for 4 consecitive years since 2001. Seven Seas was also voted the prestigious award for Most Innovative Company by the Institute of Marketing, inidcating their commitment to R&D and new product development1. 3. Seven Seas Product Categories and product List The company’s product portfolio consist of 11 main product lines addressing 16 need categories ranging from Brain Health, Children’s Health to Joint care and Woman’s health. Total products in the lines amount to 105 items and the company’s new product and innovations continuously work towards expanding the product lines to cater to the changing life styles of the consumers while incorporating newly emerging scientific knowledge on vitamin and mineral supplement sources and their benefits. For the purpose of the analysis, the Pure Cod Liver Oil Category is chosen as this line consists of a range of pioneer products of the company as well as newly introduced product extension. The line, consist of products, which are performing at different scales and with different strength levels and market potential. Portfolio analysis can be best exhibited using such a diverse line and it is for this reason why the Pure Cod Liver Oil line has been chosen for the analysis. A brief overview of the product category and the detailed list of product items of the product line are provided in Table -1. Cod liver Oil - This product line contains Seven Seas Pure Cod Liver Oil Capsules contain over 20 product items which consist items which were introduced at the inception of the brand as well as new product extensions and size and strength variants. This is the main product line of the company and accounts for 35% of the total sales revenue generation. Table 1 – Product Item List – Seven Seas Pure Cod Liver Oil Line Product Line Products Cod liver Oil Cod Liver Oil Capsules Pure Cod Liver Oil Liquid One a Day Pure Cod Liver Oil Capsules Orange Syrup & Cod Liver Oil High Strength One a Day Pure Cod Liver Oil Capsules Extra High Strength One a Day Pure Cod Liver Oil Capsules One A Day Pure Cod Liver Oil One A Day Pure Cod Liver Oil PLUS Evening Primrose Oil One A Day Pure Cod Liver Oil PLUS Evening Primrose Oil Liquid One A Day Pure Cod Liver Oil PLUS Multivitamins Table 1 – Product Item List – Seven Seas Pure Cod Liver Oil Line Contd. Product Line Products One A Day Pure Cod Liver Oil PLUS Garlic One A Day Pure Cod Liver Oil PLUS Calcium One A Day Pure Cod Liver Oil PLUS Vitamin C One A Day Pure Cod Liver Oil PLUS Vitamin E One A Day Pure Cod Liver Oil PLUS Vitamin C One A Day Pure Cod Liver Oil PLUS Glucosamine Active 55 Cod Liver Oil Liquid Active Sport 4. Product Portfolio Analysis Portfolio management is an essential aspect of strategic management process and is executed with the goals of maximizing profitability or value of the portfolio, providing a balance to the product line and supporting the strategy of the enterprise. Portfolio management decisions involve striking a balance between goals such as risk vs. profitability, new products vs. improvements, strategy fit vs. reward, market vs. product line, long-term vs. short-term (Cooper, Edgett & Kliensmidt 2001). Techniques used can fall in to three main categories as the Heuristic models, Scoring techniques or Visual or mapping techniques. Various portfolio models have been devised over the years and common ones in use are Ansoff Matrix, Boston Consultancy Group Matrix, Shell Directional Policy, General Electrics Multifactor Model, Risk-Return / Profit Potential and Life Cycle Model by A.D. Little. Initially developed Portfolio Management techniques mainly focused on profitability or financial returns using heuristic or mathematical models. These approached paid little attention to striking a balance and aligning the portfolio to the organisations overall strategy. Scoring techniques, which used weight and score criteria, taking into account investment requirements, profitability, risk and strategic alignment factors and was better than purely financial techniques. However these too had shortcoming with this approach and still carried an over emphasis on financial measures and had an inability to compare and present the mix of the portfolio. Mapping techniques, which used graphical presentation to visualize a portfolio’s balance, has the advantage of presenting all product groups in one “snap-shot” view, facilitating comparison. The General Electric Multifactor Portfolio Model (GE Model) and Shells Directional Policy Matrix, combines the mapping techniques with the scoring techniques so that the analysis is strengthened to provide in-depth understanding of the product potential and resource requirements. Therefore the analysis of Seven Seas Product portfolio will be done with the above two models. 4.1 General Electric Multifactor Portfolio Model This portfolio assessment and management tool has contributed significantly to the success of General Electrics in the global market and was fully utilized since 1981 when Jack Welsh became its CEO. During the 1990’s GE made many investment, divesture and portfolio reshuffling decisions using the evaluations of the GE Multifactor model (Thompson & Strickland 2003, p. 339). The GE model treats product categories as Strategic Business Units (SBU) and this nine-element matrix relate the environmental opportunities and other factors determining industry attractiveness to key measures of the SBUs relative business strengths (Hussy 1978). A product category or a SBU is placed in the matrix by determining it’s relative business strengths and industry attractiveness on a scale of high, medium, or low, through assessment and scoring of key contributing factors to these two dimensions. Factors considered for Business Strength includes sales growth rate, market share, market image, and management capabilities. Factors for Industry attractiveness, involves the size and potential of its market, technological status, financial health, competitive structure, and social and political characteristics of its industry and economic circumstances. The theory behind the 9 cell grid is that those business units with high or medium industry attractiveness coupled with medium or high business strengths call for an "invest and grow" decisions while those business units or products with medium or low industry promise coupled with medium or low strength would indicate for minimal additional investments The company may resort to retrenchment or limited technological support of these units. Other combinations of average and weak industry attractiveness and business strength scores may indicate borderline cases with medium priority investment decisions. The size of the “bubble” indicating the business unit placed in the grid is scaled to the percentage revenue contribution to the total portfolio. A score of 6.7 or greater is considered high or attractive while score of 3.3 or below is considered weak or low. Average is between 3.3 and 6.7. Major shortcoming of GEs scheme is its ineffectiveness in portraying the circumstances of new businesses whose growth in new industries is just beginning (Hofer & Schendel 1978) It is necessary that the portfolio management activities incorporate different levels of management input and final decisions and evaluations be a thorough and justifiable. Thus planning discussions, focused on the variables involved in the grid, may prevent costly mistakes and avoid reliance on gut reactions (Webber 1982). Figure 1 illustrates the GE Multifactor Model discussed above. Figure 1 – General Electric Multifactor Model 4.2 Shell Directional Policy Matrix (SDPM) The SDPM is a portfolio analysis model formulated by Shell International Chemical Company in which a nine-cell grid similar to the GE Grid is used. Products or businesses are located in the matrix depending upon their scores on the two dimensions of “Expected market profitability or Business sector prospects” and “Competitive position”. SDPM’s " Expected market profitability or Business sector prospects " is similar to industry attractiveness used in the GE planning grid. A firm is rated on a scale from "unattractive," through "average," to "attractive" depending upon an evaluation of its industrys market growth, market quality, and environmental aspects. Competitive position is also plotted on the matrix on a scale ranging from unattractive," through "average," to "attractive” determined by scores for factors including market share position, production capabilities, and R&D strengths. Figure 2 illustrates the SDPM with the cell labels, which indicates possible strategic choices or types of resource deployments most appropriate for the product or SBU, based on its score on each of the two axes.: Figure 2 – Shell Directional Policy Matrix Leader Try Harder Double or Quite Growth Proceed With Care Phased Withdrawal Cash Generator Phased Withdrawal Divestment Leader Domain – A sustaining strategy is applied and at certain stages this may imply a need for resources, which cannot be met entirely from funds generated by the product. (e.g. resources to expand capacity) Earnings are above average. Try Harder Domain – These products or SBUs can be moved towards the leadership box by effectively deployed resource. In these circumstances the company should certainly consider making available resources in excess of what the product can generate. Growth Domain – Merits investments to allow the product to grow with the market. Generally, the product will generate sufficient cash to be self-financing and should not be making demands on other corporate cash resources. Proceed with Care Domain – While a certain amount of investments may be justified, major investments should be made with extreme caution. Double or Quit Domain - Tomorrow’s breadwinners among today’s R&D projects may come from this area. Best prospects should be developed with full backing while others should be abandoned. Cash Generator Domain – These are products or SBUs that are moving towards the end of its life cycle and is being replaced in the market by other products. No finance is to be made for expansion, and so long as it is profitable, the products are continued to generate revenue. Phased Withdrawal Domain - The strategy for this segment is to realize the value of the assets on a controlled basis to deploy the resources released from these products in other prospective products. Divestment Domain - Products falling in this area will probably be losing money and negative growth is likely. Divestment is the strategy so that the released resources can be better utilized. While this model provides valuable strategy indications for portfolio management, limitations of the model lies in that it assumes the applicability of same set of factors in assessing prospects of any product/business. Relevant factors and thus their relevant importance will vary both according to the firms products and the individual characteristics of each company (Wilson & Gilligan 1997). 5. Application of the two Portfolio Models to Seven Seas Ltd The chosen product line can be analised with both GE Model and Shell Directional Policy Matrix. As both models are measuring the industry or business attractiveness as one dimension and the competitive strength and position as the other dimension, the scoring can be used for both tools. Therefore the application process involves the first step of analyzing and scoring product group for its Industry Attractiveness and Competitive Strength. The scoring table for 6 selected products from the line is provided below for illustration purpose of the process. The other products would be scored in similar manner (though not included in the report) and the positioning of the products in GE model as well as Shell DPM will be analysed. Rating scale: 1- Very Unattractive / Low strength 10 – Very Attractive / High strength Product Item : Cod Liver Oil Capsules Industry Attractiveness Factors Weight Rating W/ Rating Market Size & Projected Growth 0.20 8 1.60 Intensity of Competition 0.15 7 1.05 Social, Regulatory and Environmental Factors 0.20 6 1.20 Industry Profitability 0.25 6 1.50 Emerging opportunities and threats 0.20 5 1.00 Total Score 1.00 6.35 Competitive Strength Factors Weight Rating W/ Rating Relative Market Share 0.30 6 1.80 Cost relative to competitors 0.25 7 1.75 Brand name and image 0.30 8 2.40 Financial Strength 0.15 7 1.05 Total Score 1.00 7.00 Product Item : Pure Cod Liver Oil Liquid Industry Attractiveness Factors Weight Rating W/Rating Market Size & Projected Growth 0.20 3 0.60 Intensity of Competition 0.15 5 0.75 Social, Regulatory and Environmental Factors 0.20 2 0.40 Industry Profitability 0.25 3 0.75 Emerging opportunities and threats 0.20 3 0.60 Total Score 1.00 3.10 Competitive Strength Factors Weight Rating W/ Rating Relative Market Share 0.30 4 1.2 0 Cost relative to competitors 0.25 5 1.25 Brand name and image 0.30 7 2.10 Financial Strength 0.15 7 1.05 Total Score 1.00 5.60 Rating scale: 1- Very Unattractive / Low strength 10 – Very Attractive / High strength Product Item : One A Day Pure Cod Liver Oil PLUS Multivitamins Industry Attractiveness Factors Weight Rating W/Rating Market Size & Projected Growth 0.20 8 1.60 Intensity of Competition 0.15 4 0.60 Social, Regulatory and Environmental Factors 0.20 6 1.20 Industry Profitability 0.25 5 1.25 Emerging opportunities and threats 0.20 5 1.00 Total Score 1.00 5.65 Competitive Strength Factors Weight Rating W/ Rating Relative Market Share 0.30 6 1.80 Cost relative to competitors 0.25 6 1.50 Brand name and image 0.30 8 2.40 Financial Strength 0.15 7 1.05 Total Score 1.00 6.75 Rating scale: 1- Very Unattractive / Low strength 10 – Very Attractive / High strength Product Item : One A Day Pure Cod Liver Oil PLUS Garlic Industry Attractiveness Factors Weight Rating W/ Rating Market Size & Projected Growth 0.20 3 0.60 Intensity of Competition 0.15 5 0.75 Social, Regulatory and Environmental Factors 0.20 4 0.80 Industry Profitability 0.25 3 0.75 Emerging opportunities and threats 0.20 4 0.80 Total Score 1.00 3.70 Competitive Strength Factors Weight Rating W/ Rating Relative Market Share 0.30 3 0.90 Cost relative to competitors 0.25 4 1.00 Brand name and image 0.30 5 1.50 Financial Strength 0.15 5 0.75 Total Score 1.00 4.15 Product Item : One A Day Pure Cod Liver Oil PLUS Evening Primrose Oil Industry Attractiveness Factors Weight Rating W/Rating Market Size & Projected Growth 0.20 8 1.60 Intensity of Competition 0.15 6 0.90 Social, Regulatory and Environmental Factors 0.20 7 1.40 Industry Profitability 0.25 5 1.25 Emerging opportunities and threats 0.20 5 1.00 Total Score 1.00 6.15 Competitive Strength Factors Weight Rating W/ Rating Relative Market Share 0.30 6 1.80 Cost relative to competitors 0.25 7 1.75 Brand name and image 0.30 8 2.40 Financial Strength 0.15 7 1.05 Total Score 1.00 7.00 Product Item : Active Sport Industry Attractiveness Factors Weight Rating W/Rating Market Size & Projected Growth 0.20 4 0.80 Intensity of Competition 0.15 4 0.60 Social, Regulatory and Environmental Factors 0.20 6 1.20 Industry Profitability 0.25 5 1.25 Emerging opportunities and threats 0.20 5 1.00 Total Score 1.00 4.85 Competitive Strength Factors Weight Rating W/ Rating Relative Market Share 0.30 3 0.90 Cost relative to competitors 0.25 4 1.00 Brand name and image 0.30 5 1.50 Financial Strength 0.15 5 0.75 Total Score 1.00 4.5 Table 2 – Analysis of Products in terms of Industry Attractiveness and Competitive Position. Products Key Industry Attractiveness Competitive Position Cod Liver Oil Capsules A High High Pure Cod Liver Oil Liquid B Low Average One a Day Pure Cod Liver Oil Capsules C High Average Orange Syrup & Cod Liver Oil D Average Average High Strength One a Day Pure Cod Liver Oil Capsules E Low High Extra High Strength One a Day Pure Cod Liver Oil Capsules F Low High One A Day Pure Cod Liver Oil Capsules - small G Average High One A Day Pure Cod Liver Oil PLUS Evening Primrose Oil H Average High One A Day Pure Cod Liver Oil PLUS Evening Primrose Oil Liquid I Low High Table 2 – Analysis of Products in terms of Industry Attractiveness and Competitive Position contd. Products Key Industry Attractiveness Competitive Position One A Day Pure Cod Liver Oil PLUS Multivitamins J Average High One A Day Pure Cod Liver Oil PLUS Garlic K Average Average One A Day Pure Cod Liver Oil PLUS Calcium L Low Average One A Day Pure Cod Liver Oil PLUS Vitamin C M Average High One A Day Pure Cod Liver Oil PLUS Vitamin E N Average High One A Day Pure Cod Liver Oil PLUS Vitamin C O Average High One A Day Pure Cod Liver Oil PLUS Glucosamine P Low Average Active 55 Cod Liver Oil Liquid Q Low Average Active Sport R Average Average 5.1 Product Line Analysis in GE Multifactor Portfolio Model Based on the scoring of each product, they are placed in the GE grid in the following manner. Figure 3 – Cod Liver Oil Product line in GE Model Analysis derived from the above GE Model will indicate that over 40% of the product line is in high priority investment grids. While the Pure Cod Liver oil capsule still remains the leader, the “ One A Day Pure Cod Liver Oil PLUS Multivitamins” , “One A Day Pure Cod Liver Oil PLUS Evening Primrose Oil” & “One A Day Pure Cod Liver Oil Capsules – small” are having high growth potential. There are no products, which have weak competitive position, and this can attributed to the first mover and pioneers advantage the Seven Seas Company holds in the Col Liver Oil product market. Some of the products available in liquid form are now having declining market attractiveness as consumers prefer capsule form. These items are low priority investment areas as indicated in the GE Grid. “One A Day Cod Liver Oil Capsules and its variants with added vitamins” have strong market attractiveness as consumers prefer to have the vitamins and mineral intakes in combined form. These products will need sufficient resource allocations in order to achieve its full potential. Six of the product in the line is medium priority, where the potential as well as their strength is medium or low. These include the “Active Sports”, “One A Day Pure Cod Liver Oil PLUS Garlic” and “Orange Syrup & Cod Liver Oil”. There is also the High strength, Extra High strength and the Primrose Oil Added Capsules, which has high competitive position but low industry attractiveness as the markets are small. It can be also noted that the product line is highly fragmented. The size of the bubbles on the grid indicate that while the leader product accounts for approximately 35% of the total product line revenue, balance is scattered among the rest of the 17 products. While a fragmented product line caters to highly differentiated segments, over fragmentation may lead to increased costs. 5.2 Seven Seas Product Portfolio in Shell DPM Based on scoring on Market Attractiveness and Competitive Position of the products, the Seven Seas Cod Liver oil range is also analysed using the Shell DPM Model . Here the products will be placed more or less in the same manner of the GE grid but the Shell DPM has the added advantage of providing directional instructions on resource allocations and portfolio management activities needed for each quadrant occupants. Table 3 – Shell DPM Quadrant Placements DPM Quadrant Products Occupying the Quadrants Leader Cod Liver Oil Capsules Try Harder One A Day Pure Cod Liver Oil PLUS Vitamin C One A Day Pure Cod Liver Oil PLUS Vitamin E One A Day Pure Cod Liver Oil PLUS Vitamin C One a Day Pure Cod Liver Oil Capsules Growth One A Day Pure Cod Liver Oil PLUS Multivitamins One A Day Pure Cod Liver Oil Capsules - small One A Day Pure Cod Liver Oil PLUS Evening Primrose Oil Proceed With Care Active Sport Orange Syrup & Cod Liver Oil One A Day Pure Cod Liver Oil PLUS Garlic Cash Generators High Strength One a Day Pure Cod Liver Oil Capsules Extra High Strength One a Day Pure Cod Liver Oil Capsules One A Day Pure Cod Liver Oil PLUS Evening Primrose Oil Liquid Phased Withdrawals One A Day Pure Cod Liver Oil PLUS Glucosamine Active 55 Cod Liver Oil Liquid One A Day Pure Cod Liver Oil PLUS Calcium Pure Cod Liver Oil Liquid Double or Quit No products Divestments No products Analysing the above placements of the products in the Shell DPM model, it can be noted that the line does not have any “Double or Quit” category products or “Divestments”. This can be explained by identifying that the Seven Seas Company has no recent R&D and new introductions in this product line, which is their pioneer product line. Most of the innovations and new products are in new product categories as OTC medicines and Omega 3 products. Therefore, this quadrant is currently empty. Figure 4 – Cod Liver Oil Product line in Shell DPM Model Leader Try Harder Double Or Quit Growth Proceed With Care Phased Withdrawal Cash Generators Phased Withdrawal Divestments 6. Recommendations for Portfolio Based on the evaluations made by the application of the GE Multifactor Model and the Shell Directional Policy Matrix, the Seven Seas Cod Liver Oil Product Line needs to deploy its resources and make the following portfolio decisions. The current Leader product, the Cod Liver oil Capsule should be given high priority in investment and involves continued support for the product, mainly by self-funding. However if production capacity expansions are required, burrowed funding is also justified. Development of growth products, which are indicated in GE matrix as high priority areas and as Growth products in the DMP, such as One A Day Pure Cod Liver Oil PLUS Multivitamins, One A Day Pure Cod Liver Oil Capsules - small & One A Day Pure Cod Liver Oil PLUS Evening Primrose Oil are products with value addition to the basic Cod Liver Oil product. As the company also carries Multi Vitamin and Evening Primrose product lines separately, the investments made by these product lines in building and expanding the market will invariably benefit these product by increasing the market attractiveness. One a Day range is caching up in its acceptance with the consumers and should be developed to be a leader in this line. As the product is sold in full container form contrary to the loose sales of the basic capsule, the affordability of one time purchase may be hindering sales growth. The GE model place high priority on the DPM quadrant – “Try Harder” products. These have high market potential and therefore the competitiveness of the firm in these products should be developed. These products include, One A Day Pure Cod Liver Oil PLUS Vitamin C, One A Day Pure Cod Liver Oil PLUS Vitamin E , One A Day Pure Cod Liver Oil PLUS Vitamin C & One a Day Pure Cod Liver Oil Capsules. All these products are value added through addition of vitamins to the basic products. Main areas for resource deployment is consumer awareness creation through marketing communications, achieving price competitiveness and increasing market share. Investing Minimal requirements is recommended for those products, which are in “Proceed with Care” quadrant and merits medium priority in the GE analysis. These products include Active Sport, Orange Syrup & Cod Liver Oil & One A Day Pure Cod Liver Oil PLUS Garlic. Phased withdrawal is recommended of the product, which was initially offered to the market in liquid form as the consumer acceptance of liquid form is dwindling. Another product for phased withdrawal or reallocating to another portfolio is the One A Day Pure Cod Liver Oil PLUS Glucosamine. This is because a separate Joint Care product portfolio is now being launched by the company. The cash generators which are marked as medium priority investments as per GE model analysis merits certain limited amount of resources but these have limited market potential either due to being replaced by new products in the market or due to serving small segments of differentiated markets. These include the High Strength One a Day Pure Cod Liver Oil Capsules, Extra High Strength One a Day Pure Cod Liver Oil Capsules and One A Day Pure Cod Liver Oil PLUS Evening Primrose Oil Liquid. In addition to above individual product recommendations, it is also recommended that this line be consolidated and some of the products be re allocated to the other product categories. If the product line is too fragmented the cost structures can be come uncompetitive, placing the product line at a disadvantage. 7. Conclusion Increased competition makes most markets less attractive due to reduced market shares, lesser scope for growth and intense competition. Therefore, companies should focus on products which they have sufficient advantage in terms of both the company competitiveness as well as industry profitability. Product portfolio analysis allows companies to evaluate the product categories in terms of internal and external factors contributing to market dominance in lucrative high potential markets. 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J. 2001, “Portfolio Management: Fundamentals of New Product Success” Product Development Institute, Canada www.prod-dev.com “Multi Level Portfolio Management” Copyright Strategic Dynamics Ltd http://www.strategic-dynamics.com/portfoli.htm Official Website of Seven Seas Limited – UK http://www.seven-seas.org/ Read More