• Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads


Total Views
On Slideshare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 1. This grid is an adaptation of the BCG approach andwas popularized by General Electric. This grid makes an effort to overcome some of thelimitations of the BCG matrix.
  • 2. GE grid deploys multiple factors to measure business strength and industry attractiveness.This grid uses factors such as market share, profit margin customer and market knowledge, ability to compete, technology, competitive position, and management caliber to assess business strength.
  • 3. It also gives due importance to industry attractiveness factors such as market growth, competition, seasonality and cyclical qualities, size and industry profitability, economies of scale, technology, and various social, environmental, legal and human factors.The position of the business is determined by calculating subjective values of the two dimensions of the grid.
  • 4. The strategist first identifies the factors contributing to the industry attractiveness.Next, he assigns weights to each industry attractiveness factor based on its perceived importance relative to the other attractiveness factors.Favorable to unfavorable future conditions are forecasted and rated based on “0-to-1” scale. Thus, the strategist obtains a weighted composite score for a business’s overall industry attractiveness ,
  • 5. Industry Weight Rating scoreattractivenessfactorMarket size 20 0.5 10.0Projected market 35 1.0 35.0growthTechnological 15 0.5 7.5requirementsConcentration ( a 30 0 0few largecompetitors)Political and Must be ___ ___regulatory factors nonrestrictiveTotal 100 52.5
  • 6. A similar procedure is followed in assessing thebusiness strength.Business Weight Rating Scorestrength factorRelative market 20 0.5 10shareProductionCapacity 10 1.0 10Efficiency 10 1.0 10location 20 0 0Technological 20 0.5 10capabilityMarketingSales organization 15 1.0 15Promotion 5 0 0advantagetotal 100 55
  • 7. Once the comprehensive score has been calculated, the scores are classified into ratings such as high, medium, or low in terms of projected strength of the business and the projected attractiveness of the industry.Next the business units are classified into three categories.First, invest/growSecond, invest selectively and manage for earnings.Third harvest or divest for resources.
  • 8. Business units classified as invest/grow are given the same preference as stars are given in the BCG matrix.Resources are then allocated to pursue growth oriented strategies.Harvest/divest category is managed like the dogs in the BCG matrix.Organizations are encouraged to divest from these businesses to finance other businesses.Businesses classified in the selectivity/earnings category are treated either as cash cows or as question marks.