Henderson believed that in a competitive landscape in which larger and better-known consulting firms were present, BCG must carve out a distinctive identity by focussing on specialisation. In 1966, BCG became the first Western strategy consulting firm to open an office in Japan. It expanded in Europe in the 1970s, opening offices in London, Paris, Munich, and Milan. In 1975, Henderson arranged an employee stock ownership plan to buy shares from The Boston Company, the parent corporation of The Boston Safe Deposit and Trust Company. The buyout of all shares was completed in 1979, making the firm fully owned by its employees. When Henderson stepped down as president and CEO in 1980, BCG had seven offices and 249 consultants. He stayed on as chairman until 1985, when he formally retired from BCG.
In January 2013, Rich Lesser became the sixth president and chief executive officer of BCG.
BCG received the number 1 spot in Consulting Magazine's 2016 "Best Firms to Work for" ranking.  BCG also won this recognition in Consulting Magazine's 2014 "The Best Firms to Work For" ranking, in the edition released in September 2014. Fortune Magazine ranked BCG second in its 2011- 2012 lists of the "top 100 best companies to work for". The 2017 and 2016 rankings by Fortune listed BCG as the third "best company to work for." and in 2015 BCG ranked second. BCG has also been listed in Consulting magazine's "Best Firms to Work For" list every year since 2001, received a perfect score on the Corporate Equality Index formulated by the Human Rights Campaign for the past six years, and been rated by Working Mother magazine as one of the "best companies" for working mothers for the past six years.
BCG's recruiting process is notoriously demanding, typically taking candidates through computer-based examinations and multiple rounds of case and experience-based interviews. In 2013, career review site Glassdoor ranked BCG as the 3rd most difficult company with which to interview.
BCG matrix of example data set
In 1969, BCG created the "growth-share matrix", a simple chart to assist large corporations in deciding how to allocate cash among their business units. The corporation would categorize its business units as "Stars", "Cash Cows", "Question Marks", and "Dogs" (originally "Pets"), and then allocate cash accordingly, moving money from "cash cows" toward "stars" and "question marks" that had higher market growth rates, and hence higher upside potential.
The experience curve illustrates that the more often a task is performed the lower the cost of doing it will be. The task can be the production of any good or service. Each time cumulative volume doubles, value-added costs (including administration, marketing, distribution, and manufacturing) fall by a constant and predictable percentage.
BCG founder, Bruce Henderson, expounded the implications of the experience curve for strategy. BCG research concluded that because relatively low cost of operations is a very powerful strategic advantage, firms should capitalize on these learning and experience effects.
In this matrix, the two axes are economies of scale and differentiation. The four quadrants formed are called "Volume", "Stalemated", "Specialized", and "Fragmented".
Martin Reeves, Knut Haanaes and Janmejaya Sinha: Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach, 2015. ISBN1625275862
Yves Morieux and Peter Tollman: Six Simple Rules: How to Manage Complexity without Getting Complicated, 2014. ISBN1422190552
Luc de Brabandere and Alan Iny: Thinking in New Boxes: A New Paradigm for Business Creativity, 2013. ISBN0812992954
In 1964 BCG began mailing concise essays designed to stimulate senior management thinking on a range of business issues.
The pieces would be called Perspectives. Considered provocative ideas on business, BCG founder Bruce D. Henderson referred to them as "a punch between the eyes."
Led Digital Marketing Efforts of Top 500 e-Retailers.
Worked with Top Brands at Leading Agencies.
Successfully Managed Over $50 million in Digital Ad Spend.
Developed Strategies and Processes that Enabled Brands to Grow During an Economic Downturn.
Taught Advanced Internet Marketing Strategies at the graduate level.
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