General Electric Model (GE Multi-Factorial Analysis)
General Electric Model (GE Multi-Factorial Analysis)
General Electric Model (GE Multi-Factorial Analysis)
Group Members:
Durr I Kamil
Qaiser Abbas
IM SCIEMNCES Peshawar
INTRODUCTION
Prepared
by McKensey & Company Developed for General Electric in 1970s Also known as:
GE multi factorial analysis Directional policy matrix McKensey Matrix 3*3 matrix
DEFINITION
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. Purpose of GE model
Strategy formulation Investment in each SBU Business analysis
CONSTRUCTION
There are 5 steps to construct GE Model Identification of SBUs or products. 2) What makes this market attractive? 3) Determination of SBUs position on the basis of factors. 4) Methods of measuring market attractiveness and business strengths. 5) Rank each SBU as high, medium or low.
1)
DIMENSIONS OF GE MODEL
Market
attractiveness
Overall judgment of making good profits for long run MA can be measured through
long run growth rate size of industry Current profitability of market SCP (structure conduct performance model) Porters five forces model
Business
strengths
o Business strengths
= strength factor 1 rating x strength factor 1 weight + strength factor 2 rating x strength factor 2 weight +
FACTORS OF MA AND BS
Market Attractiveness
Industry size Annual growth rate Historic profit margin Long run growth rate Competitive intensity Ability to differentiate Technology required Energy required Environment impact Social/political aspect
Business Strengths
Market share Market growth Product price Product quality Brand reputation Customer loyalty Technology Distribution networks R&D performance Management
GE MODEL
High
Market Attractiveness
Medium
Low
High
Medium
Low
Business Strengths
STRATEGIES TO BE FOLLOWED:
Invest/grow
Fast growing SBUs Highly profitable Best SBUs for investment High advertisement High R&D Acquisition
Selectivity/earnings
Left over funds are invested Elastic (narrow/broad) Change in prospects Investment depends upon management and corporate capabilities
Harvest/divest
SBUs worse than average position. Retrenchment of expenditures. Minimization of investment Invest for sometimes for good reasons otherwise divest it.
ADVANTAGES
More sophisticated than BCG matrix Helps managers to think more strategically Helps to improve the performance of business Provide directions regarding resources allocation Helps in the growth of business Helps in downsizing Provides information about strengths and weaknesses Provides information about opportunities available in market
LIMITATIONS
There is no hard and fast rule on how to weight factors The interrelationship among SBUs is not taken into account It requires a huge amount of data & research Factors ranking is subjective and personal Time consuming & costly Proper implementation of strategies are absent