GE - McKinsey Matrix - Explained
What is the GE McKinsey Matrix?
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What is the GE Matrix?
The GE-McKinsey Matrix is a tool to help prioritize and strategize your business investments among smaller business units. The GE-McKinsey Nine-box matrix functions by providing strategic options on how to get maximum yield from each small business unit, it also helps to evaluate all types of business portfolios and provides the best strategic implications on the business.
Back to: STRATEGY & PLANNING
What determines Industry Attractiveness?
The attractiveness of a company is solely dependent on its profit returns and its market base, i.e the amount of profits it earns on a monthly and annually. When a company has a high profit margin, it will definitely attract the attention of competitors and possible investors Some business analysts sometimes fail to look into long-lasting commitment of clients, customers, rather they look at the investments of the company in the nearest future. There are quite a lot of factors that determine the attractiveness of a company. We have decided to mention just a few among the factors that determine a company or industry attractiveness.
- Availability of labor
- Business growth
- Company size
- The structure of the business
- Change in the product life cycle
- Change in the market price
- Market segmentation
- Environmental factor
- The profitability of the business/industry.
What Determines the Strength of a Product or Business Unit?
The matrix on the X axis determines the strength of a company against its major competitors. Business managers analyze the business strength and determine if it has advantages against its rival or not. If the company is on the advantage side, and for how long will the company be on the advantage side? Below are some determinants of business unit competitive strength
- Loyalty of the customers
- The strength of the brand
- Total share in the market
- The amount of profit generated monthly/yearly
- Differentiation in production level
- The strength of the business value chain
- Flexibility of production
- VRIO resources
- Strength of the company is determined by the companies decision at critical times.
Structure of the GE-McKinsey Matrix
The GE-McKinsey matrix uses the strength of a business unity and the attractiveness of the market or industry as the primary quantifiable categories in ranking a SBU.
Employing the GE- McKinsey Matrix
The following steps are useful in effectively employing the matrix.
1. Determine the attractiveness of the business unit.
The requires looking at the potential of the industry, including the size, growth rate, profitability (margins), competitive landscape, and environmental factors affecting the industry. In determining attractiveness, managers may employ other models, such as a SWOT analysis, PESTLE analysis, or other approach to better understand the industry. The manager would then assign weights (1-10) to the importance of each industry factor identified as making the industry attractive. 1 is not important while 10 is very important. The total of weights for the important factors should equal 10. This provides a percentage strength for each factor. For example, if competitiveness is a 5, growth rate may be a 3, and profit margins may be a 2. Once each factor is given a weight, examine these factors for the SBU being evaluated. Use a 1 to 10 scale and, again, the total value assigned to each factor should equal ten. 1 is not positive, 10 is very positive. So, if the relevant SBU has a 7 for competitiveness, 2 for growth rate, and 1 for profit margins. Now, take the weight for the factor and multiply it by the rating of the company by that factor. In our example (5 x 7) + (3 x 2) + (2 x 1) = 43
2. Determine the competitive strength of each business unit.
Identify the competitive strengths of value to the SBU, such as the market share, growth rate, profitability, brand strength or reputation, and customer service. Decide which of these competitive factors are most important and, just as we did with desirability of the industry, give them weights (1-10). If the growth rate is most important, it will receive a higher value. Values for all competitive factors must add up to 10. Again, this gives a percentage weight to the factor. Rate these factors for each business unit being analyzed on a scale of 1-10. Again, all combined ratings for the SBU must equal 10. Calculate the total value of the SBU by multiplying the weighted factor x the SBU rating (7 x 5) + (2 x 3) + (1 x 2) = 43. You will do this for each business unit.
3. Determine the position of each SBU in the matrix.
Now that we have an industry attractiveness score and a competitive strength score for each SBU, we can plot them on the matrix. Each SBU should be represented by a circle that demonstrates the SBUs market size relevant to other SBUs. The circle may be a pie chart demonstrating the percentage of market share of the company.
4. Determine the strategic possibilities for the SBUs.
Next, a diagonal line is drawn corner to corner (low strength & attractiveness to high strength & attractiveness). SBUs located above or to the left of the diagonal line would be deserving of additional investment. Those below are either divested or receive less funding. Alternatively, if they are generating revenue, this revenue is redirected to SBUs worthy of additional investment. This is commonly referred to as a harvest or divest strategy. Those falling very close to the line are generally on hold or maintain with regard to investment or resources. The company may increase or decrease investment depending upon the rankings of other SBUs.
5. Projecting the potential or future for the SBUs.
The projections for the industry and the SBUs competitiveness must be taken together. A promising SBU in an unattractive industry may need to be divested of resources. Likewise, a non-competitive SBU in a promising industry may be attractive if there is potential for growth with adequate investment of resources.
- Analyze the key areas the business portfolio needs to be improved by the company decision.
- It allows the business managers to monitor their products performance in the market.
- It operates on a more complex portfolio framework compared to the BCG matrix
- It helps in maximizing results with little effort.
- It is costly to manage
- Synergies that exist between more business are not taken into consideration
- The service of an experienced business analyst is required to interpret the company strength and attractiveness.
- How Strategies Arise
- Intended, Deliberate, Realized, and Emergent Strategies
- Management and Strategic Planning
- Mintzberg's Schools of Strategic Development
- Design School
- Planning School
- Positioning School
- Entrepreneurial School
- Cognitive School
- Learning School
- Power School
- Culture School
- Environmental School
- Configuration School
- Mintzberg's 5Ps of Strategy
- McKinseys 7s Model
- ***Industry Analysis to Build a Strategy***
- Strategic Analysis
- SWOT Analysis
- SPACE Analysis
- Situational Analysis - 7C
- Competition Profile Matrix
- Stakeholder Analysis
- Stakeholder Mapping
- Resources and Capabilities
- Core Competency
- VRIO Analysis
- Value Chain Analysis
- Internal Factor Analysis
- Value Creation Index
- Minimum Efficient Scale
- PEST(LE) Analysis
- Industry Lifecycle Analysis
- Company Lifecycle - Definition
- Porter's Five Forces
- Modes of Management
- External Factor Evaluation
- Business Performance Measurement
- Balanced Scorecard
- Economic Value Added
- Activity-Based Management
- Quality Management
- Action Profit Linkage Model
- Business Activity Monitoring
- Gap Analysis
- Strategy Diamond
- BCG Growth-Share Matrix
- GE McKinsey Matrix
- Value Reporting Framework
- Pyrrhic Victory