ge 9 cell

GE Nine-cell matrix

This matrix matrix was developed developed in 1970s 1970s by the General General Electri Electricc Compa ompan ny with the assistance nce of the consulting firm !c"insey # Co $%&' This is also called GE multifactor   portfolio matrix' The GE matrix has been developed to overcome the obvious limitations of (CG matrix' This matrix consists of nine cells )*+*, based on two -ey variables. i,

business strength

ii,

industry attractiveness

The The hori hori/o /ont ntal al axis axis repr repres esen ents ts busi busine ness ss stre streng ngth th and and the the vertical axis represent industry attractiveness

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The business strength is measured by considering such factors as. •

•

relative mar-et share  profit margins

•

ability to compete on price and uality

•

-nowledge of customer and mar-et

•

competitive strengths and wea-nesses

•

technological capacity

•

caliber of management ndustry attractiveness is measured considering such factors as .

•

mar-et si/e and growth rate

•

industry profit margin

•

competitive intensity

•

economies of scale

•

technology

•

social environmental legal and human aspects

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The industry product2lines or business units are plotted as circles' The area of each circle is proportionate to industry sales' The pie within the circles represents the mar-et share of  the product line or business unit' The nine cells of the GE matrix represent various degrees of  industry attractiveness )high medium or low, and business strength )strong average and wea-,' &fter plotting each  product line or business unit on the nine cell matrix strategic choices are made depending on their position in the matrix' %potlight %trategy GE matrix is also called 3%toplight4 strategy matrix because the three /ones are li-e green yellow and red of traffic lights' 1,

Green indicates invest5expand 6 if the product falls in green /one the business strength is strong and industry is at least medium in attractiveness the strategic decision should be to expand to invest and to grow'

,

8ellow indicates select5earn 6 if the product falls in yellow /one the

 business strength is low but industry attractiveness is high it needs caution and managerial discretion for ma-ing the strategic choice *,

ed indicates harvest5divest 6 if the product falls in the red /one the business strength is average or wea- and attractiveness is also low or medium the appropriate strategy should be divestment' 3

Comparision GE versus (CG 2 Thus products or business units in the green /one are almost euivalent to stars or cashcows yellow /one are li-e uestion mar-s and red /one are similar to dogs in the (CG matrix'

:ifference between (CG and GE matrices 6  (CG !atrix

GE !atrix

1' (CG matrix consists of  four cells

1' GE matrix consists of nine cells

' The business unit is rated against relative mar-et share and industry growth rate

' The business unit is rated against business strength and industry attractiveness

*' The matrix uses single measure to assess growth and mar-et share

*' The matrix used multiple measures to assess business strength and industry attractiveness

;' The matrix uses two types of classification i'e high and low

;' The matrix uses three types of classification i'e high5medium5low and strong5average5wea- 

<' =as many limitations

<' >vercomes many limitations of (CG and is an improvement over it

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&dvantages 6  1,

t used 9 cells instead of ; cells of (CG

,

t considers many variables and does not lead to simplistic conclusions

*,

=igh5medium5low and strong5average5low classification enables a finer distinction among business portfolio

;, t uses multiple factors to assess industry attractiveness and  business strength which allow users to select criteria appropriate to their situation ?imitations 6  1,

t can get uite complicated and cumbersome with the increase in businesses

,

Though industry attractiveness and business strength appear to be ob@ective they are in reality sub@ective  @udgments that may vary from one person to another 

*,

t cannot effectively depict the position of new business units in developing industry

;,

t only provides broad strategic prescriptions rather than specifics of business policy

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Mckinsey’s 7S Framework  Mckinsey’s 7S Framework   6 The framewor- suggests that there is a multiplicity of factors that influence an organi/ationAs ability to change and its proper mode of  change' (ecause of the interconnectedness of the variables it would be difficult to ma-e significant progress in one area without ma-ing progress in the others as well' There is no starting point or implied hierarchy in the shape of the diagram and it is not obvious which of the seven factors would be the driving force in changing a particular  organi/ation at a certain point of time' The critical variables would be different across organi/ations and in the same organi/ations at different points of time' The 7 S – 

%uperordinate goals 6 are the fundamental ideas around which a business is built %tructure 6 salient features of the unitsAs organi/ational chart and inter connections within the office %ystems 6 procedures and routine processes including how information moves around the unit %taff 6 personnel categories within the unit and the use to which staff are put s-ill base etc %tyle 6 characteri/ation of how -ey managers behave in order  to achieve the unitAs goals 6

%hared values strategy 6 the significant meanings or guiding concepts that the unit imbues on its members %-ills 6 distinctive capabilities of -ey personnel and the unit as a whole The 7 % model can be used in two ways 6  1' Considering the lin-s between each of the %As one can identify strengths and wea-nesses of an organi/ation' Bo % is strength or a wea-ness in its own right it is only its degree of support or otherwise for the other %As which is relevant' &ny %As that harmonises with all the other %As can be thought of as strength and wea-nesses ' The model highlights how a change made in any one of the %As will have an impact on all the others' Thus if a planned change is to be effective then changes in one % must be accompanied by complementary changes in the others' Structure

Strategy

Systems

Super ordinate goals

Skills

Style

Staf 

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