Compara mètodes

	Strategic Group Mapping	GE-McKinsey Nine-Box Matrix
Camp	Direcció estratègica	Direcció estratègica
Família	Process / pipeline	Process / pipeline
Any d'origen	1980	1983
Autor original	Michael E. Porter; Avi Fiegenbaum & Howard Thomas	General Electric & McKinsey & Company; Arnoldo Hax & Nicolas Majluf
Tipus	Two-dimensional visualization pipeline for competitive positioning	Multifactor portfolio-classification pipeline for resource allocation
Font seminal	Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press, New York. ISBN: 9780029253601	Hax, A. C., & Majluf, N. S. (1983). The Use of the Industry Attractiveness-Business Strength Matrix in Strategic Planning. Interfaces, 13(2), 54-71.
Àlies	Strategic Group Map, Competitive Positioning Map, Strategic Positioning Map, Strategic Mapping	GE Matrix, Nine-Box Matrix, Industry Attractiveness-Business Strength Matrix, Directional Policy Matrix
Relacionats	4	4
Resum	Strategic group mapping is the visualization technique that turns strategic group analysis into a readable picture: a two-dimensional plot whose axes are two strategic variables on which firms in an industry differ, with each firm shown as a bubble sized by its market presence. Michael Porter popularized the strategic group map in his 1980 Competitive Strategy as a practical device for displaying the competitive structure of an industry, locating clusters of similarly positioned firms, and exposing the empty 'white space' where no competitor sits. Fiegenbaum and Thomas's 1990 work added the temporal discipline of strategic time periods — intervals over which group structure is stable — so that a sequence of maps can show how firms migrate and how the competitive landscape evolves. The result is one of the most widely used communication tools in competitor and positioning analysis.	The GE-McKinsey nine-box matrix is a multifactor portfolio-analysis tool that positions a company's business units in a three-by-three grid defined by two composite dimensions: the attractiveness of the industry the unit competes in, and the unit's competitive strength within it. Developed by General Electric with McKinsey & Company in the early 1970s as a richer alternative to the BCG growth-share matrix, it replaces single proxies (market growth and relative share) with weighted indices built from many underlying factors. Hax and Majluf's 1983 Interfaces article gave the matrix a systematic methodological treatment, and Wind, Mahajan, and Swire's 1983 Journal of Marketing study empirically compared it with other standardized portfolio models, showing how much business positions depend on model choice. The nine cells map onto invest-grow, selectivity, and harvest-divest zones that guide resource allocation.