Ge Matrix
The GE matrix is an alternative technique used in brand marketing and product management to help a company decide what product(s) to add to its product portfolio, and which market opportunities are worthy of continued investment. Also known as the 'Directional Policy Matrix, ' the GE multi-factor model was first developed by General Electric in the 1970s.
Conceptually, the GE Matrix is similar to the Boston Box as it is plotted on a two-dimensional grid. In most versions of the matrix: * the Y-Axis comprises industry attractiveness measures, such as Market Profitability, Fit with Core Skills etc. and * the X-Axis comprises business strength measures, such as Price, Service Levels etc.
Each product, brand, service, or potential product is mapped as a piechart onto this industry attractiveness/business strength space. The diameter of each piechart is proportional to the Volume or Revenue accruing to each opportunity, and the solid slice of each pie represents the share of the market enjoyed by the planning company.
The planning company should invest in opportunities that appear to the top left of the matrix. The rationale is that the planning company should invest in segments that are both attractive and in which it has established some measure of competitive advantage. Opportunities appearing in the bottom right of the matrix are both unattractive to the planning company and in which it is competitively weak. At best, these are candidates for cash management; at worst candidates for divestment. Opportunities appearing 'in between ' these extremes pose more of a problem, and the planning company has to make a strategic decision whether to 'redouble its efforts ' in the hopes of achieving market leadership, manage them for cash, or cut its losses and divest
The General Business Screen was originally developed to help marketing managers overcome the problems that are commonly associated with the Boston Matrix (BCG), such as the problems with the lack of
Conceptually, the GE Matrix is similar to the Boston Box as it is plotted on a two-dimensional grid. In most versions of the matrix: * the Y-Axis comprises industry attractiveness measures, such as Market Profitability, Fit with Core Skills etc. and * the X-Axis comprises business strength measures, such as Price, Service Levels etc.
Each product, brand, service, or potential product is mapped as a piechart onto this industry attractiveness/business strength space. The diameter of each piechart is proportional to the Volume or Revenue accruing to each opportunity, and the solid slice of each pie represents the share of the market enjoyed by the planning company.
The planning company should invest in opportunities that appear to the top left of the matrix. The rationale is that the planning company should invest in segments that are both attractive and in which it has established some measure of competitive advantage. Opportunities appearing in the bottom right of the matrix are both unattractive to the planning company and in which it is competitively weak. At best, these are candidates for cash management; at worst candidates for divestment. Opportunities appearing 'in between ' these extremes pose more of a problem, and the planning company has to make a strategic decision whether to 'redouble its efforts ' in the hopes of achieving market leadership, manage them for cash, or cut its losses and divest
The General Business Screen was originally developed to help marketing managers overcome the problems that are commonly associated with the Boston Matrix (BCG), such as the problems with the lack of