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DOI: https://doi.org/10.63345/ijrmeet.org.v9.i1.1
Dr. Ajab Singh
Head, Dept. of Commerce
Maharana Pratap Government (P.G.) College,
Sikandra Rao, Hathras, U.P, India
Abstract— This paper critically examines the role of the GE–McKinsey 9-Cell Matrix in strategic business portfolio planning, focusing on its conceptual foundations, methodological framework, and practical implications for modern organizations. The study begins by situating the model within the broader context of strategic management and resource allocation, emphasizing the need for systematic tools to evaluate diversified business units. It then analyzes the dual-dimensional structure of the matrix—industry attractiveness and business unit strength—highlighting its multi-factor approach that integrates both internal capabilities and external environmental conditions. The paper further explores the methodology used for evaluating business units, including the use of weighted scoring models and qualitative judgments. In addition, the study evaluates the strategic implications of the matrix, demonstrating how it guides managerial decisions related to investment, selectivity, and divestment. A comparative analysis with other models, particularly the BCG Matrix and the Ansoff Matrix, underscores the analytical depth and flexibility of the GE framework while acknowledging its complexity and data requirements. The paper also provides a critical assessment of the model’s advantages and limitations, especially in the context of rapidly evolving digital business environments. The findings suggest that while the GE–McKinsey matrix remains a valuable tool for strategic portfolio planning, its effectiveness can be enhanced by integrating it with modern analytical techniques and real-time data systems. Overall, the study contributes to a deeper understanding of portfolio analysis tools and their relevance in contemporary strategic decision-making.
Keywords: Strategic Management, Portfolio Analysis, Business Strength, Industry Attractiveness, Corporate Strategy.
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