MBA501 Presentation: Millennium Health Sciences Portfolio Analysis

This presentation provides a comprehensive business portfolio analysis and dynamic capability assessment for Millennium Health Sciences (MHS). It includes a BCG matrix, GE-McKinsey matrix, and Synergy matrix to evaluate MHS's business units: Neutrino, Dermatech, LOOKS, and Energino. Recommendations are provided for the strategic management of each unit, focusing on enhancing competitive advantages and addressing areas of concern. The presentation also assesses MHS's dynamic capabilities, examining its capacity to identify opportunities, mobilize resources, and transform strategic assets. Finally, it offers recommendations for improving MHS's overall dynamic capability, emphasizing innovation, skilled workforce development, and adaptability to market changes. Desklib provides access to this and other solved assignments to aid students.

Business Portfolio and Dynamic
Capability Development Report
Millennium Health Sciences
[Student Name] – [Student Number]

Introduction
• MHS Business Portfolio
• Millennium Health Sciences was established in the period of 1968 with two
scientists who have experienced skin care products. They have manufactured
different skin products that were away from the time (Ginter, Duncan, and Swayne,
2018).
• MHS can be classified into different business units:
• Neutrino
• Dermatech
• LOOKS
• Energino

BCG Matrix
?
Relative Market Share
Market Growth Rate Neutrino
star
Energino LOOKS

GE-McKinsey Matrix
Growth
Competitive strength of business
unit
High Med Low
Industry
attractiveness High
Med
Low
Growth
Harvest
Selective Harvest
HarvestSelective
SelectiveGrowth
LOOKSNeutrino
Dermatech
Energino

Synergy Matrix
Threshold of acceptance
Misfits
Incoming:
Benefits from belonging
to portfolio
+-
Fits
+
-
Outgoing:
Benefit to portfolio
Altruists
Givers
Parasites
Takers
Dermatech
Neutrino
Energino
LOOKS

Business categorisation
BCG
Matrix
GE-McKinsey
Matrix
Synergy
Matrix
LOOKS Cash cow Medium Harvest Givers
Neutrino Question marks Medium
Selective Takers
Dermatech Star High Growth Fits
Energino Dog Low Harvest Misfits

LOOKS
• Analysis
• It placed into medium selective under GE McKinsey Matrix
• It comes under the Giver category in Synergy matrix.
• Looks has low inner advantageous, medium competitive benefits as well as
very high outgoing benefits in business result

Cont’d
• Recommendations
• It may generate a cross-function team to build and generate innovative products
• Management can address a new approach to operate the business and identifying more
clients (Torchia, Calabrò, and Morner, 2015).

Neutrino
• Analysis
• It comes into question marks category in the BCG matrix
• It has low competitive strength together with low attractiveness
• It comes into a group of Takers in synergy matrix

Cont’d
• Recommendations
• It could be the second choice with the intention of investment
• There is a need to manage the work through managers and creating the
investment to become in the category of Star
• It can address keys, plans, new products, generates unique vitamins as well as
a supplement to build value as well as reinforces the competitive benefits for
permitting a company to battle

Dermatech
• Analysis
• In the Synergy Matrix, it comes in the Fit group
• Under the BCG matrix, it comes in the category of Star.
• Under GE McKinsey Matrix, it is positioned into high growth group

Cont’d
• Recommendations
• It can develop the contrast between its market growth as well as share
progressively
• It can highly invest in research and development, innovation skilled
workforces, generates uniqueness as well as worth for maintaining the
competitive benefits (Ferlie, and Ongaro, 2015).

Energino
• Analysis
• It is positioned into Dog group under the BCG matrix
• In GE McKinsey Matrix, the company may be positioned into the low harvest
• Under the Synergy matrix, this may come in Misfit condition
• It has low market share and low growth market

Cont’d
• Recommendations
• It can more focus on other 3 companies
• It should merge and transfer the knowledge and can hire proficient
employees with another business unit
• It can build some cross function tasks to gain competitive benefits and
afterward, it can deal it in high profits (Rosenberg Hansen, and Ferlie, 2016).

Conclusion
• MHS Business Portfolio
• MHS Business Portfolio is skilled in nutritional supplements, cosmetics,
advanced skin care products, vitamins and energy drinks
• The management team understands this condition. Hence, they can
expand into new business units like Looks can improve the business
performance.

Introduction
• MHS Dynamic Capability
• Dynamic capability can be demonstrated as competencies of a
company to completely become recognizable its base of
resources.
• This report will describe, explain and suggests how MHS is
transforming, perceiving and clutching

Identify and assess
opportunities
• Analysis
• MHS has several business units that could be highly described as given below:
• Neutrino - Vitamins and Nutritional Supplements
• Dermatech – Advance skin care products
• LOOKS – Cosmetics
• Energino – Energy drinks
• It is increasing with respect to the mature phase in the business procedure (Scott, et. al.,
2018).

Identify and assess
opportunities
• Recommendations
• It can build cross function staff for integrating skills as well as
increasing the competitive benefits.
• It can generate cosmetic and innovative products in the cosmetic
and skin care sector (Thomas, 2015).

Mobilise resources
• Analysis
• After assessing the Energy drinks, Vitamins & Supplements, Cosmeceuticals,
and Cosmetics, it may capture the market (Thomas, 2015).
• By developing unique competitive benefits via aptitude, understanding, and
occupation (Geisler, and Wickramasinghe, 2015).

Mobilise resources
• Recommendations
• It can generate a solid base and generates proficiency in cross function.
• It can execute their capabilities in Vitamins & Supplements, Cosmeceuticals,
Energy drinks, and Cosmetics to launch the creative product

Transform and reconfigure
• Analysis
• It generates a business atmosphere to react with respect to transformation
promptly.
• It may assess the atmosphere, address the key issues, and identified concern
could be detected (Ansoff, et. al., 2019).

Transform and reconfigure
• Recommendations
• A company could have the competency for learning rapidly and new
approaches to combine at the workplace
• The management team could generate a stronger base, culture of business
and can generate the capabilities

Conclusion
• MHS Dynamic Capability
• MHS can keep dynamic competency for creating the base of resources by
altering the understanding, skilled employees, and advanced technology
at the workplace
• It can gain its chances and creates the capabilities to build innovation and
manufacturing the advanced products.

References
• Ansoff, H.I., Kipley, D., Lewis, A.O., Helm-Stevens, R. and Ansoff, R., 2019. Implanting strategic
management. USA: Springer.
• Ferlie, E. and Ongaro, E., 2015. Strategic management in public services organizations: Concepts,
schools, and contemporary issues. UK: Routledge.
• Frow, P., McColl-Kennedy, J.R. and Payne, A., 2016. Co-creation practices: Their role in shaping a
health care ecosystem. Industrial Marketing Management, 56, pp.24-39.
• Geisler, E. and Wickramasinghe, N., 2015. Principles of Knowledge Management: Theory, Practice, and
Cases: Theory, Practice, and Cases. UK: Routledge.
• Ginter, P.M., Duncan, W.J. and Swayne, L.E., 2018. The strategic management of health care
organizations. USA: John Wiley & Sons.
• Karuppan, C.M., Waldrum, M.R. and Dunlap, N.E., 2016. Operations Management in Healthcare:
Strategy and Practice. USA: Springer Publishing Company.
• Langabeer, J.R., and Helton, J., 2015. Health care operations management. USA: Jones & Bartlett
Publishers.

References
• Morden, T., 2016. Principles of strategic management. UK: Routledge.
• Rosenberg Hansen, J., and Ferlie, E., 2016. Applying strategic management theories in public sector organizations:
Developing a Typology. Public Management Review, 18(1), pp.1-19.
• Scott, T., Mannion, R., Davies, H. and Marshall, M., 2018. Healthcare performance and organizational culture. USA:
CRC Press.
• Shanks, N.H. ed., 2016. Introduction to health care management. USA: Jones & Bartlett Publishers.
• Thomas, T., 2015. Management and leadership for nurse administrators. USA: Jones & Bartlett Publishers.
• Torchia, M., Calabrò, A. and Morner, M., 2015. Public-private partnerships in the health care sector: A systematic
review of the literature. Public Management Review, 17(2), pp.236-261.
• Tsai, T.C., Jha, A.K., Gawande, A.A., Huckman, R.S., Bloom, N. and Sadun, R., 2015. Hospital board and management
practices are strongly related to hospital performance on clinical quality metrics. Health Affairs, 34(8), pp.1304-1311.
• Wager, K.A., Lee, F.W. and Glaser, J.P., 2017. Health care information systems: a practical approach for health care
management. USA: John Wiley & Sons.
• Weaver, C.A., Ball, M.J., Kim, G.R. and Kiel, J.M., 2016. Healthcare information management systems. Cham: Springer
International Publishing.