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Growth–share matrix
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Portfolio growth–share matrix
Strategy
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Military strategy • Maritime strategy
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Michael Porter • Rita Gunther McGrath
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Candace A. Yano • C. K. Prahalad
Jim Collins • Liddell Hart
Carl von Clausewitz • Sun Tzu
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The growth–share matrix (aka the product portfolio matrix,[1] Boston Box, BCG-matrix, Boston matrix, Boston Consulting Group analysis, portfolio diagram) is a chart that was created by Bruce D. Henderson for the Boston Consulting Group in 1970 to help corporations to analyze their business units, that is, their product lines. This helps the company allocate resources and is used as an analytical tool in brand marketing, product management, strategic management, and portfolio analysis. Some analysis of market performance by firms using its principles has called its usefulness into question.
Contents
[hide]
1 Overview
2 Practical use
2.1 Relative market share
2.2 Market growth rate
2.3 Critical evaluation
2.4 Misuse
2.5 Alternatives
3 Other uses
4 References
Overview[edit]
To use the chart, analysts plot a scatter graph to rank the business units (or products) on the basis of their relative market shares and growth rates.
Cash cows is where a company has high market share in a slow-growing industry. These units typically generate cash in excess of the amount of cash needed to maintain the business. They are regarded as staid and boring, in a "mature" market, yet corporations value owning them due to their cash-generating qualities. They are to be "milked" continuously with as little investment as possible, since such investment would be wasted in an industry with low growth.
Dogs, more charitably called pets, are units with low market share in a mature, slow-growing industry. These units typically "break even", generating barely enough cash to maintain the business's market share. Though owning a break-even unit provides the social benefit of providing jobs and possible synergies that assist other business units, from an accounting point of view such a unit is worthless, not generating cash for the company. They depress a profitable company's return on assets ratio, used by many investors to judge how well a company is being managed. Dogs, it is thought, should be sold off.
Question marks (also known as problem children) are businesses operating with a low market share in a high-growth market. They are a starting point for most businesses. Question marks have a potential to gain market share and become stars, and eventually cash cows when market growth slows. If question marks do not succeed in becoming a market leader, then after perhaps years of cash consumption, they will degenerate into dogs when market growth declines. Question marks must be analyzed carefully in order to determine whether they are worth the investment required to grow market share.
Stars are units with a high market share in a fast-growing industry. They are graduated question marks with a market- or niche-leading trajectory, for example: amongst market share front-runners in a high-growth sector, and/or having a monopolistic or increasingly dominant unique selling proposition with burgeoning/fortuitous proposition drive(s) from: novelty (e.g. Last.FM upon CBS Interactive's due diligence), fashion/promotion (e.g. newly prestigious celebrity-branded fragrances), customer loyalty (e.g. greenfield or military/gang enforcement backed, and/or innovative, grey-market/illicit retail of addictive drugs, for instance the British East India Company's, late-1700s opium-based Qianlong Emperor embargo-busting, Canton System), goodwill (e.g. monopsonies) and/or gearing (e.g. oligopolies, for instance Portland cement producers near boomtowns),[citation needed] etc. The hope is that stars become next cash cows.
Stars require high funding to fight competitors and maintain their growth rate. When industry growth slows, if they remain a niche leader or are amongst the market leaders, stars become cash cows; otherwise, they become dogs due to low relative market share.
As a particular industry matures and its growth slows, all business units become either cash cows or dogs. The natural cycle for most business units is that they start as question marks, then turn into stars. Eventually, the market stops growing; thus, the business unit becomes a cash cow. At the end of the cycle, the cash cow turns into a dog.
As BCG stated in 1970:
Only a diversified company with a balanced portfolio can use its strengths to truly capitalize on its growth opportunities. The balanced portfolio has:
stars whose high share and high growth assure the future;
cash cows that supply funds for that future growth; and
question marks to be converted into stars with the added funds.
Practical use[edit]
"To be successful, a company should have a portfolio of products with different growth rates and different market shares. The portfolio composition is a function of the balance between cash flows. High growth products require cash inputs to grow. Low growth products should generate excess cash. Both kinds are needed simultaneously."—Bruce Henderson.[2]
For each product or service, the 'area' of the circle represents the value of its sales. The growth–share matrix thus offers a "map" of the organization's product (or service) strengths and weaknesses, at least in terms of current profitability, as well as the likely cashflows.
The need which prompted this idea was, indeed, that of managing cash-flow. It was reasoned that one of the main indicators of cash generation was relative market share, and one which pointed to cash usage was that of market growth rate.
Relative market share[edit]
This indicates likely cash generation, because the higher the share the more cash will be generated. As a result of 'economies of scale' (a basic assumption of the BCG Matrix), it is assumed that these earnings will grow faster the higher the share. The exact measure is the brand's share relative to its largest competitor. Thus, if the brand had a share of 20 percent, and the largest competitor had the same, the ratio would be 1:1. If the largest competitor had a share of 60 percent, however, the ratio would be 1:3, implying that the organization's brand was in a relatively weak position. If the largest competitor only had a share of 5 percent, the ratio would be 4:1, implying that the brand owned was in a relatively strong position, which might be reflected in profits and cash flows. If this technique is used in practice, this scale is logarithmic, not linear.
On the other hand, exactly what is a high relative share is a matter of some debate. The best evidence is that the most stable position (at least in fast-moving consumer goods markets) is for the brand leader to have a share double that of the second brand, and triple that of the third. Brand leaders in this position tend to be very stable—and profitable; the Rule of 123.
The selection of the relative market share metric was based upon its relationship to the experience curve. The market leader would have greater experience curve benefits, which delivers a cost leadership advantage.[3]
Another reason for choosing relative market share, rather than just profits, is that it carries more information than just cash flow. It shows where the brand is positioned against its main competitors, and indicates where it might be likely to go in the future. It can also show what type of marketing activities might be expected to be effective.[citation needed]
Market growth rate[edit]
Rapidly growing in rapidly growing markets, are what organizations strive for; but, as we have seen, the penalty is that they are usually net cash users – they require investment. The reason for this is often because the growth is being 'bought' by the high investment, in the reasonable expectation that a high market share will eventually turn into a sound investment in future profits. The theory behind the matrix assumes, therefore, that a higher growth rate is indicative of accompanying demands on investment. The cut-off point is usually chosen as 10 per cent per annum.[4] Determining this cut-off point, the rate above which the growth is deemed to be significant (and likely to lead to extra demands on cash) is a critical requirement of the technique; and one that, again, makes the use of the growth–share matrix problematical in some product areas. What is more, the evidence, from fast-moving consumer goods markets at least, is that the most typical pattern is of very low growth, less than 1 per cent per annum. This is outside the range normally considered in BCG Matrix work, which may make application of this form of analysis unworkable in many markets.[citation needed] Where it can be applied, however, the market growth rate says more about the brand position than just its cash flow. It is a good indicator of that market's strength, of its future potential (of its 'maturity' in terms of the market life-cycle), and also of its attractiveness to future competitors. It can also be used in growth analysis.
Critical evaluation[edit]
While theoretically useful, and widely used, several academic studies have called into question whether using the growth–share matrix actually helps businesses succeed, and the model has since been removed from some major marketing textbooks.[5][6] One study (Slater and Zwirlein, 1992) which looked at 129 firms found that those who follow portfolio planning models like the BCG matrix had lower shareholder returns.
There are further criticisms to the B.C.G Matrix. The Matrix assumes that dogs have low market share and relatively low market growth rate.[7] This can be challenged as there are several dogs on the market which are very profitable and retain significant market share. BIC razor blades are a modern day example. BIC Razor Blades cost the firm an average of £0.05 to produce and have a retail selling price of £2.43.[8] This market is to expand by 25% annually for the next 5 years.[9] This demonstrates how the B.C.G Matrix contradicts itself as a dog with little cash usage has considerably high market share within the market.
Misuse[edit]
As originally practiced by the Boston Consulting Group,[10] the matrix was used in situations where it could be applied for graphically illustrating a portfolio composition as a function of the balance between cash flows.[1] If used with this degree of sophistication its use would still be valid. However, later practitioners have tended to over-simplify its messages.[citation needed] In particular, the later application of the names (problem children, stars, cash cows and dogs) has tended to overshadow all else—and is often what most students, and practitioners, remember.
This is unfortunate,[according to whom?] since such simplistic use contains at least two major problems:
'Minority applicability'. The cashflow techniques are only applicable to a very limited number of markets (where growth is relatively high, and a definite pattern of product life-cycles can be observed, such as that of ethical pharmaceuticals). In the majority of markets, use may give misleading results.
'Milking cash cows'. Perhaps the worst implication of the later developments is that the (brand leader) cash cows should be milked to fund new brands. This is not what research into the fast-moving consumer goods markets has shown to be the case. The brand leader's position is the one, above all, to be defended, not least since brands in this position will probably outperform any number of newly launched brands. Such brand leaders will, of course, generate large cash flows; but they should not be 'milked' to such an extent that their position is jeopardized. In any case, the chance of the new brands achieving similar brand leadership may be slim—certainly far less than the popular perception of the Boston Matrix would imply.
Perhaps the most important danger[10] is, however, that the apparent implication of its four-quadrant form is that there should be balance of products or services across all four quadrants; and that is, indeed, the main message that it is intended to convey. Thus, money must be diverted from 'cash cows' to fund the 'stars' of the future, since 'cash cows' will inevitably decline to become 'dogs'. There is an almost mesmeric inevitability about the whole process. It focuses attention, and funding, on to the 'stars'. It presumes, and almost demands, that 'cash cows' will turn into 'dogs'.
The reality is that it is only the 'cash cows' that are really important—all the other elements are supporting actors. It is a foolish vendor who diverts funds from a 'cash cow' when these are needed to extend the life of that 'product'. Although it is necessary to recognize a 'dog' when it appears (at least before it bites you) it would be foolish in the extreme to create one in order to balance up the picture. The vendor, who has most of his (or her) products in the 'cash cow' quadrant, should consider himself (or herself) fortunate indeed, and an excellent marketer, although he or she might also consider creating a few stars as an insurance policy against unexpected future developments and, perhaps, to add some extra growth. There is also a common misconception that 'dogs' are a waste of resources. In many markets 'dogs' can be considered loss-leaders that while not themselves profitable will lead to increased sales in other profitable areas.
Alternatives[edit]
As with most marketing techniques, there are a number of alternative offerings vying with the growth–share matrix although this appears to be the most widely used. The next most widely reported technique is that developed by McKinsey and General Electric, which is a three-cell by three-cell matrix—using the dimensions of 'industry attractiveness' and 'business strengths'. This approaches some of the same issues as the growth–share matrix but from a different direction and in a more complex way (which may be why it is used less, or is at least less widely taught). A more practical approach is that of the Boston Consulting Group's Advantage Matrix, which the consultancy reportedly used itself though it is little known amongst the wider population.
Other uses[edit]
The initial intent of the growth–share matrix was to evaluate business units, but the same evaluation can be made for product lines or any other cash-generating entities. This should only be attempted for real lines that have a sufficient history to allow some prediction; if the corporation has made only a few products and called them a product line, the sample variance will be too high for this sort of analysis to be meaningful.
References[edit]
^ Jump up to: a b Henderson, Bruce D. "The Product Portfolio". Retrieved 16 May 2013.
Jump up ^ Henderson, Bruce. "The Product Portfolio". Retrieved 3 April 2013.
Jump up ^ Fripp, Geoff."BCG Matrix and the Experience Curve" Guide to the BCG Matrix
Jump up ^ Fripp, Geoff."BCG Matrix: Where to Draw the Line?" Guide to the BCG Matrix
Jump up ^ Competitor-oriented Objectives: The Myth of Market Share http://cogprints.org/5196/1/myth_of_market_share.pdf See discussion on page 14.
Jump up ^ J. Scott Armstrong and Roderick J. Brodie (1994). "Effects of portfolio planning methods on decision making: experimental results" (PDF). International Journal of Research in Marketing. Science Direct. 11 (1): 73–84. doi:10.1016/0167-8116(94)90035-3. Archived from the original (PDF) on 2010-06-20.
Jump up ^ Duica, Andrea (July 2014`). "The rise and fall of B.C.G. Matrix" (PDF). PROCEEDINGS OF THE 8th INTERNATIONAL MANAGEMENT CONFERENCE. 1: 3. Check date values in: |date= (help)
Jump up ^ "The razor heads that cost just 5p to make, but sell for £2.43 each". Mail Online. Retrieved 2017-05-12.
Jump up ^ "Gillette is clawing back market share from the shaving clubs". Fortune. Retrieved 2017-05-12.
^ Jump up to: a b the Rule of 123 Archived 2006-10-03 at the Wayback Machine.
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I Can Only Imagine (film)
From Wikipedia, the free encyclopedia
Jump to: navigation, search
I Can Only Imagine
Theatrical release poster
Directed by
Erwin Brothers
Produced by
Cindy Bond
Kevin Downes
Daryl Lefever
Mickey Liddell
Pete Shilaimon
Raymond Harris
Joe Knopp
Screenplay by
Jon Erwin
Brent McCorkle
Story by
Alex Cramer
Jon Erwin
Brent McCorkle
Based on
The life story of
Bart Millard
Starring
J. Michael Finley
Madeline Carroll
Trace Adkins
Priscilla Shirer
Cloris Leachman
Dennis Quaid
Music by
Brent McCorkle
Cinematography
Kristopher Kimlin
Edited by
Andrew Erwin
Brent McCorkle
Production
companies
Kevin Downes Productions
Mission Pictures International
Distributed by
Lionsgate
Roadside Attractions[1]
Release date
March 16, 2018 (2018-03-16)
Running time
110 minutes
Country
United States
Language
English
Budget
$7 million[2]
Box office
$83.9 million[2]
I Can Only Imagine is a 2018 American Christian drama film directed by the Erwin Brothers and written by Alex Cramer, Jon Erwin, and Brent McCorkle, based on the story behind the MercyMe song of the same name, the best-selling Christian single of all time.[3] The film stars J. Michael Finley as Bart Millard, the lead singer who wrote the song about his relationship with his father (Dennis Quaid). Madeline Carroll, Priscilla Shirer, Cloris Leachman, and Trace Adkins also star.
I Can Only Imagine was released in the United States on March 16, 2018. It has grossed $83 million worldwide against a production budget of $7 million, and is the third highest-grossing music biopic of all-time in the United States. Some critics praised it as inspiring and noted it as an improvement compared to other faith-based films, while others called it flat and by-the-numbers.
Contents
[hide]
1 Plot
2 Cast
3 Production
4 Reception
4.1 Box office
4.2 Critical response
5 References
6 External links
Plot[edit]
Coming from a home with an abusive father, 10-year-old Bart Millard is dropped off at a Christian camp by his mother, where he meets Shannon. Upon his return from camp, Bart finds his mother has left and movers are removing her belongings, leading to a physical confrontation with his father Arthur, who takes custody of him.
Years later, Millard is in Lakeside high school and dating Shannon. Hoping to impress his father, he begins playing football. However, he is injured, breaking both ankles and ending his career. In order to make up the credits he would miss from football, he signs up for music class, the only available class left. Initially, Millard is assigned to be a sound technician. After the director catches him singing in the empty auditorium of Lakeside high school, she casts him as Curly, the lead role in the school production of Oklahoma. He doesn't tell his father of his role in the play, and while Bart has risen to the singing demands of the part, Arthur subsequently collapses with severe abdominal pain, but refuses to tell Bart or Shannon about his cancer diagnosis. The following morning, Millard voices his frustrations with his father and is assaulted by his father, who smashes a plate over his head. Shannon presses Bart to open up, but he responds by breaking up with her and leaving to seek his fortune in the city after graduation.
Millard then connects with the band who would become MercyMe, and eventually attracts the attention of Christian music producer Scott Brickell (Trace Adkins), who coaches Millard and gets them a showcase in Nashville, leading to meetings with Amy Grant (Nicole DuPort) and Michael W. Smith (Jake B. Miller). Millard has been unable to reconcile with Shannon, who rejects his invitation to tour with the band to their upcoming Nashville showcase. While the band felt their performance was the best of their career, industry representatives reject the band as not being good enough to sell records. In despair, Millard quits the band. After talking with Brickell, who encourages him to resolve his issues with his father, Millard rejoins the band but asks they wait for him to confront his father and settle the conflict before they play again.
Millard returns home and is greeted enthusiastically by his father, who prepares breakfast for him the next morning. His father claims to have become a Christian, but Bart is initially skeptical and rejects his father's offer to start over. In anger, Arthur takes a baseball bat and hits his old Jeep, which he had hoped to repair with his son. As Bart prepares to leave, he finds out his father has terminal cancer. Bart and his father reconcile and form a deep bond before Arthur dies of his illness.
After his father's funeral, Millard rejoins the band and writes "I Can Only Imagine". Brickell sends the demo tape to several artists, including Grant, who, deeply moved by the song, asks to record it herself as her next single. The band accepts Grant's offer. Millard is seated in the audience when Grant intends to unveil the song live in concert. However, Grant decides that Millard should be the one to sing the song, and offers it back to him, calling him to the microphone to sing it before the large audience. Millard's unexpected performance is wildly applauded and he reunites with Shannon, who had also been in attendance at the concert. The band releases the song as their first single, achieving success on Christian and mainstream radio.
Cast[edit]
This list is incomplete; you can help by expanding it.
J. Michael Finley as Bart Millard
Brody Rose as Young Bart
Dennis Quaid as Arthur Millard, Bart's father
Cloris Leachman as Meemaw, Bart's grandmother
Madeline Carroll as Shannon, Bart's girlfriend
Taegen Burns as Young Shannon
Trace Adkins as Scott Brickell, MercyMe's manager
Priscilla Shirer as Mrs. Fincher, Bart's teacher
Nicole DuPort as Amy Grant
Jake B. Miller as Michael W. Smith
Mark Furze as Nathan
Production[edit]
This section needs expansion. You can help by adding to it. (March 2018)
The film was announced in December 2016.[4] Dennis Quaid joined the cast in January 2017.[5] Broadway actor J. Michael Finley makes his film debut as Bart Millard.[1] The same month, it was announced that the film was slated for release in the spring of 2018.[5] In August 2017, Lionsgate and Roadside Attractions signed on as distributors for the film for a nationwide release in the United States.[1][6]
Reception[edit]
Box office[edit]
As of May 13, 2018[update], I Can Only Imagine has grossed $82.4 million in the United States, and Canada and $1.1 million in other territories, for a worldwide total of $83.5 million, against a production budget of $7 million.[2] It is the third-highest grossing music biopic of all-time in the United States, behind Straight Outta Compton and Walk the Line.[7]
The film was released on March 16, 2018, alongside Tomb Raider and Love, Simon, and was originally projected to gross $2–4 million from 1,620 theaters in its opening weekend.[8] However, after making $6.2 million on its first day (including $1.3 million from Thursday night previews), weekend estimates were increased to $14 million.[9] It ended up grossing $17.1 million, exceeding expectations and finishing third at the box office behind Black Panther and Tomb Raider. 67% of the opening weekend audience was female while 80% was over the age of 35.[10] It was the fourth best-ever opening for a faith-based film, following The Passion of the Christ ($83.8 million), Son of God ($25.6 million) and Heaven Is for Real ($22.5 million).[11] In its second weekend the film was added to 624 additional theaters and dropped just 19% to $13.8 million, again finishing third.[12] It was added to another 395 venues and finished fourth in its third weekend, making $10.4 million (including $3 million on Easter Sunday).[13] The film will be released on DVD, Blu-ray and available at iTunes Store and Google Play Store, June 5, 2018.
Critical response[edit]
On review aggregator Rotten Tomatoes, the film holds an approval rating of 70% based on 23 reviews, and an average rating of 6/10. The site's critical consensus reads, "I Can Only Imagine's message will have the most impact among Christian audiences, but overall, its performances and storytelling represent a notable evolution in faith-based cinema."[14] On Metacritic, the film has a weighted average score of 29 out of 100, based on 7 critics, indicating "generally unfavorable reviews".[15] Audiences polled by CinemaScore gave the film an average grade of "A+" on an A+ to F scale, one of fewer than 80 films in the history of the service to earn such a score.[9]
The Arizona Republic's James Ward gave the film 4/5 stars and wrote, "Too often faith-based films — say anything with Kirk Cameron or the terrible God's Not Dead series — tend to preach to the choir or hector their audience. The Erwins’ films — I Can Only Imagine definitely among them — are more inclusive, charitable of spirit and hopeful, all qualities that are always appreciated, be they rooted in Christian faith or otherwise."[16] David Ehrlich of IndieWire gave the film a "C–" saying: "There’s a reason why all of these movies are so amateurishly made; why they all end with links to religious websites; why they all look like they were shot on an iPhone by a Walmart-brand Janusz Kaminski who lit each interior like the white light of heaven was streaming through every window...Art can be affirmation, but affirmation cannot be art."[17]
References[edit]
^ Jump up to: a b c Anita, Busch (August 14, 2017). "Faith-Based 'I Can Only Imagine' Picked Up By Lionsgate & Roadside Attractions". Deadline Hollywood. Penske Business Media. Retrieved March 19, 2018.
^ Jump up to: a b c "I Can Only Imagine (2018)". The Numbers. Nash Information Services, LLC. Retrieved May 20, 2018.
Jump up ^ Ryan, Patrick (March 13, 2018). "How did 'I Can Only Imagine' become the biggest Christian hit ever (and inspire a movie)?". USA Today. Retrieved April 18, 2018.
Jump up ^ Staff Reports (December 2, 2016). "MercyMe hit song turning into Okie production". NewsOK. Retrieved March 19, 2018.
^ Jump up to: a b Busch, Anita (January 5, 2017). "Faith-Based Film 'I Can Only Imagine' With Dennis Quaid, Cloris Leachman And Trace Adkins Eyes Spring 2018 Release". Deadline Hollywood. Penske Business Media. Retrieved March 19, 2018.
Jump up ^ Galuppo, Mia (August 14, 2017). "Lionsgate, Roadside Acquire Faith-Based Drama 'I Can Only Imagine'". The Hollywood Reporter. Retrieved March 19, 2018.
Jump up ^ "Biopic - Music Movies at the Box Office". Box Office Mojo. Retrieved April 20, 2018.
Jump up ^ Fuster, Jeremy (March 13, 2018). "Will 'Tomb Raider' Be the Movie to Finally Knock 'Black Panther' From Box Office Perch?". TheWrap. Retrieved March 19, 2018.
^ Jump up to: a b D'Alessandro, Anthony (March 16, 2018). "'Black Panther' Poised For $460M+ In Profit; 'I Can Only Imagine' Surprises – Box Office Update". Deadline Hollywood. Penske Business Media. Retrieved March 17, 2018.
Jump up ^ D'Alessandro, Anthony (March 18, 2018). "'Black Panther' Keeps B.O. Treasure From 'Tomb Raider'; How 'I Can Only Imagine' Hit A $17M High Note". Deadline Hollywood. Penske Business Media. Retrieved March 18, 2018.
Jump up ^ "Box Office: 'I Can Only Imagine' Revives Faith-Based Genre". The Hollywood Reporter. March 20, 2018. Retrieved March 20, 2018.
Jump up ^ D'Alessandro, Anthony (March 25, 2018). "Does 'Pacific Rim: Uprising' Break Even At The Global B.O.?; 'Black Panther' Sets Marvel Record – Sunday Postmortem". Deadline Hollywood. Retrieved March 25, 2018.
Jump up ^ D'Alessandro, Anthony (April 1, 2018). "How Warner Bros. Sold 'Ready Player One' On The Spielberg Spirit & Beat Tracking With $53M+ 4-Day – Sunday Postmortem". Deadline Hollywood. Retrieved April 4, 2018.
Jump up ^ "I Can Only Imagine (2018)". Rotten Tomatoes. Fandango. Retrieved March 29, 2018.
Jump up ^ "I Can Only Imagine Reviews". Metacritic. CBS Interactive. Retrieved March 22, 2018.
Jump up ^ Ward, James (March 15, 2018). "Faith-based drama 'I Can Only Imagine' doesn't just preach to the choir". The Arizona Republic. Retrieved March 22, 2018.
Jump up ^ Ehrlich, David (March 21, 2018). "'I Can Only Imagine' Review: A Christian Rock Biopic Shows Why Faith-Based Films Struggle to Convert Secular Audiences". IndieWire. Retrieved March 22, 2018.
External links[edit]
Official website
I Can Only Imagine on IMDb
I Can Only Imagine at the TCM Movie Database
I Can Only Imagine at AllMovie
I Can Only Imagine at Box Office Mojo
I Can Only Imagine at History vs. Hollywood
Retrieved from "https://en.wikipedia.org/w/index.php?title=I_Can_Only_Imagine_(film)&oldid=843658836"
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Climate of Alaska
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Köppen climate types of Alaska
Natural-colour satellite image showing thin plumes of beige dust blowing off the Alaskan coast.
Barrow, Alaska is the northernmost city in the United States.
Alaska covered by snow in the winter.
The climate of Alaska is determined by average temperatures and precipitation received statewide over many years. The extratropical storm track runs along the Aleutian Island chain, across the Alaska Peninsula, and along the coastal area of the Gulf of Alaska which exposes these parts of the state to a large majority of the storms crossing the North Pacific. The climate in Juneau and the southeast panhandle is a mid-latitude oceanic climate (Köppen Cfb) in the southern sections and a subarctic oceanic climate (Köppen Cfc) in the northern parts. The climate in Southcentral Alaska is a subarctic climate (Köppen Dfc) due to its short, cool summers. The climate of the interior of Alaska is best described as extreme and is the best example of a true subarctic climate, as the highest and lowest recorded temperatures in Alaska have both occurred in the interior. The climate in the extreme north of Alaska is an Arctic climate (Köppen ET) with long, cold winters, and cool summers where snow is possible year-round.
Contents
[hide]
1 Temperature
1.1 Southeast
1.2 South
1.3 West
1.4 Interior
1.5 North
1.6 Northern
1.7 Temperature comparison
1.8 Extremes
2 Precipitation
3 References
Temperature[edit]
Southeast[edit]
Further information: Climate change in southeast Alaska
Köppen climate types in SE Alaska
The climate in Juneau and the southeast panhandle is a mid-latitude oceanic climate (Köppen climate classification Cfb) in the southern sections and an oceanic, marine subpolar climate (Köppen Cfc) in the northern parts. Much of the southern parts are temperate rainforest. On an annual basis, southern portions are both the wettest and warmest part of Alaska, with milder temperatures in the winter and high precipitation throughout the year. Average monthly precipitation is generally highest in the autumn months, especially October, and lowest in May or June. This is also the only region in Alaska in which the average daytime high temperature is above freezing during the winter months. There are even a few regions in the far southeast Alaska where the average temperature is warm enough to grow some cold-hardy palm trees.[1]This is one of the best places to visit.
South[edit]
The climate in south central Alaska, with Anchorage as a typical city, is mild by Alaskan standards. This is due in large part to its proximity to the coast. While it does not get nearly as much rain as the southeast of Alaska, it does get more snow, although days tend to be clearer here. It is a subarctic climate (Köppen Dfc) due to its short, cool summers. There are frequent, strong southeast winds known as the Knik wind in the vicinity of Palmer, especially in the winter months.[2]
West[edit]
The climate of Western Alaska is determined largely by the Bering Sea and the Gulf of Alaska. It is a subarctic oceanic climate in the southwest and a continental subarctic climate farther north. The temperature is somewhat moderate considering how far north the area is. This area has a tremendous amount of variety, especially when considering precipitation. The northern side of the Seward Peninsula is technically a desert with less than 10 inches (254 mm) of precipitation annually, while some locations between Dillingham and Bethel average around 100 inches (2,540 mm) of precipitation.[3]
Interior[edit]
The climate of the interior of Alaska is best described as extreme and is an excellent example of a true continental subarctic climate. Some of the hottest and coldest temperatures in Alaska occur around the area near Fairbanks. The summers can have temperatures reaching into the 90s °F (near 34 °C), while in the winter, the temperature can fall below −50 °F (−45.6 °C), and in rare cases, below −60 °F (−51.1 °C). Precipitation is generally sparse around the year, peaking during the summer months, and virtually all precipitation between October and April falls as snow. Ice fog is a significant hazard during especially cold periods between November and March.[citation needed]
North[edit]
The climate in the extreme north of Alaska is what would be expected for an area north of the Arctic Circle. It is an Arctic climate (Köppen ET) with long, very cold winters and short, cool summers. Even in July, the average low temperature is barely above freezing in Barrow, at 34 °F (1.1 °C) and snow may fall any month of the year.[4]North Alaska is the coldest region in Alaska.
Northern[edit]
Temperature comparison[edit]
Anchorage
Barrow
Fairbanks
Juneau
Nome
Unalaska
Monthly average highs and lows
for various cities and towns in Alaska
in Fahrenheit and Celsius
City
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec

Anchorage 21 / 10
(−6 / −12) 28 / 16
(−2 / −9) 34 / 18
(1 / −8) 46 / 29
(8 / −2) 57 / 39
(14 / 4) 64 / 47
(18 / 8) 66 / 51
(19 / 11) 64 / 49
(18 / 9) 56 / 41
(13 / 5) 42 / 31
(6 / −1) 27 / 17
(−3 / −8) 24 / 13
(−4 / −11)
Barrow −7 / −20
(−22 / −29) −11 / −23
(−24 / −31) −8 / −21
(−22 / −29) 7 / −7
(−14 / −22) 25 / 15
(−4 / −9) 39 / 30
(4 / −1) 46 / 34
(8 / 1) 43 / 34
(6 / 1) 35 / 28
(2 / −2) 21 / 12
(−6 / −11) 6 / −5
(−14 / −21) −4 / −16
(−20 / −27)
Fairbanks −1 / −19
(−18 / −28) 9 / −14
(−13 / −26) 24 / −3
(−4 / −19) 43 / 20
(6 / −7) 60 / 38
(16 / 3) 71 / 49
(22 / 9) 72 / 52
(22 / 11) 66 / 47
(19 / 8) 55 / 36
(13 / 2) 32 / 17
(0 / −8) 11 / −5
(−12 / −21) 2 / −15
(−17 / −26)
Juneau 33 / 24
(1 / −4) 37 / 27
(3 / −3) 40 / 30
(4 / −1) 49 / 35
(9 / 2) 56 / 42
(13 / 6) 62 / 48
(17 / 9) 64 / 51
(18 / 11) 63 / 50
(17 / 10) 57 / 45
(14 / 7) 49 / 39
(9 / 4) 40 / 31
(4 / −1) 36 / 27
(2 / −3)
Nome 13 / −2
(−11 / −19) 14 / −3
(−10 / −19) 17 / −0
(−8 / −18) 27 / 12
(−3 / −11) 43 / 30
(6 / −1) 53 / 40
(12 / 4) 57 / 45
(14 / 7) 56 / 44
(13 / 7) 49 / 37
(9 / 3) 34 / 23
(1 / −5) 23 / 10
(−5 / −12) 14 / −1
(−10 / −18)
Unalaska 37 / 28
(3 / −2) 37 / 28
(3 / −2) 39 / 28
(4 / −2) 41 / 31
(5 / −1) 46 / 37
(8 / 3) 52 / 42
(11 / 6) 57 / 46
(14 / 8) 59 / 48
(15 / 9) 54 / 44
(12 / 7) 47 / 37
(8 / 3) 43 / 32
(6 / 0) 39 / 30
(4 / −1)
Extremes[edit]
The highest and lowest recorded temperatures in Alaska are both in the Interior. The highest is 100 °F (37.8 °C) in Fort Yukon on June 27, 1915.[5][6][7][8] The lowest Alaska temperature is −80 °F (−62.2 °C) in Prospect Creek on January 23, 1971,[5][6] 1 °F (0.6 °C) above the lowest temperature recorded in continental North America (in Snag, Yukon, Canada).[9] Alaska also holds the extreme US record low temperatures for every month except July and August.
[hide]Climate data for Alaska
Month
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Year
Record high °F (°C)
66
(19) 66
(19) 71
(22) 82
(28) 92
(33) 100
(38) 99
(37) 99
(37) 88
(31) 74
(23) 67
(19) 64
(18) 100
(38)
Record low °F (°C)
−80
(−62) −75
(−59) −68
(−56) −50
(−46) −25
(−32) −1
(−18) 16
(−9) 8
(−13) −13
(−25) −50
(−46) −61
(−52) −72
(−58) −80
(−62)
Source: http://www.infoplease.com/ipa/A0930150.html
Precipitation[edit]
Juneau averages over 50 inches (1,270 mm) of precipitation a year, while some other areas in southeast Alaska receive as much as 275 inches (6,980 mm). Average monthly precipitation generally peaks in September or October, and is lowest in May and June. Owing to the rain shadow of the coastal mountains, south-central Alaska does not get nearly as much rain as the southeast of Alaska, though it does get more snow with up to 300 inches (7.62 m) at Valdez and much more in the mountains. On average, Anchorage receives 16 inches (410 mm) of precipitation a year, with around 75 inches (1.91 m) of snow. The northern coast of the Gulf of Alaska receives up to 150 inches (3,810.0 mm) of precipitation annually.[10] Across western sections of the state, the northern side of the Seward Peninsula is a desert with less than 10 inches (250 mm) of precipitation annually, while some locations between Dillingham and Bethel average around 100 inches (2,540 mm) of precipitation.
Inland, often less than 10 inches (254 mm) falls a year and on the North Slope as little as 4 inches (100 mm) of rainfall equivalent and 30 inches (0.76 m) of snow is typical, but what snow falls during the winter tends to stay throughout the season.[3] Thunderstorms are fairly rare in most of Alaska, but do occur in the interior in the summer with some frequency and may cause wildfires. Anchorage gets a thunderstorm every few years. There has even been the rare thunderstorm in Barrow on the Arctic coast.[11] While weak tornadoes and waterspouts, while extremely rare, do sometimes occur, Alaska is considered the least tornado-prone state in the United States.
La Niña events lead to drier than normal conditions, while El Niño events do not have a correlation towards dry or wet conditions. Precipitation increases by 10–40% when the Pacific decadal oscillation is positive.[12]
References[edit]
Jump up ^ http://www.florida-palm-trees.com/alaska-palm-trees/
Jump up ^ Null, Jan. "Wind Names". Golden Gate Weather Services. Retrieved 17 April 2017.
^ Jump up to: a b Mean Annual Precipitation in Alaska-Yukon Archived 2007-06-19 at the Wayback Machine.. Oregon Climate Service at Oregon State University. Retrieved on 2006-10-23.
Jump up ^ History for Barrow, Alaska. Monthly Summary for July 2006. Weather Underground. Last accessed 23 October 2006.
^ Jump up to: a b "NOAA Weather Radio All Hazards Information - Alaska Weather Interesting Facts and Records" (PDF). National Oceanic and Atmospheric Administration. Retrieved 2007-01-03.
^ Jump up to: a b "State Extremes". Western Regional Climate Center, Desert Research Institute. Retrieved 2007-01-03.
Jump up ^ "SD Weather History and Trivia for May: May 1". National Oceanic and Atmospheric Administration. Retrieved 2007-01-03.
Jump up ^ "FAQ ALASKA - Frequently Asked Questions About Alaska: Weather". Statewide Library Electronic Doorway, University of Alaska Fairbanks. 2005-01-17. Archived from the original on 2007-01-02. Retrieved 2007-01-03.
Jump up ^ Ned Rozell (2003-01-23). "The Coldest Place in North America". Geophysical Institute of the University of Alaska Fairbanks. Retrieved 2007-01-03.
Jump up ^ Western Regional Climate Center. Climate of Alaska. Retrieved on 2008-03-19.
Jump up ^ http://www.john-daly.com/thunder/index.htm
Jump up ^ John Papineau, Ph.D. Understanding Alaska's Climate Variation. Retrieved on 2008-03-19.
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Aleutian Island

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Alaska Panhandle

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Alaska Interior

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Climate of Alaska is located in Alaska

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Climate of Arizona

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Climate of Arkansas

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Climate of Colorado

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Climate of Connecticut

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Climate of Delaware

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Climate of Idaho

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Climate of Indiana

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Climate of Iowa

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Climate of Kansas

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Climate of Kentucky

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Climate of Louisiana

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Climate of Maine

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Climate of Maryland

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Climate of Michigan

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Climate of Mississippi

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Climate of Montana

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Climate of Nebraska

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Climate of Nevada

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Climate of New Hampshire

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Climate of New Mexico

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Climate of Ohio

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Climate of Oklahoma

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Climate of Rhode Island

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Climate of South Dakota

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Climate of Utah

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Climate of Washington (state)

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Climate of West Virginia

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Climate of Wisconsin

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Climate of Washington, D.C.

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Climate of American Samoa

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Climate of Guam

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Education in Alaska

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Utqiaġvik, Alaska

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