手法を比較

	BCG Growth-Share Matrix	GE-McKinsey Nine-Box Matrix
分野	経営戦略論	経営戦略論
系統	Process / pipeline	Process / pipeline
提唱年	1977	1983
提唱者	Bruce D. Henderson (Boston Consulting Group); Barry Hedley	General Electric & McKinsey & Company; Arnoldo Hax & Nicolas Majluf
種類	Portfolio-classification pipeline for resource allocation	Multifactor portfolio-classification pipeline for resource allocation
原典	Hedley, B. (1977). Strategy and the 'Business Portfolio'. Long Range Planning, 10(1), 9-15.	Hax, A. C., & Majluf, N. S. (1983). The Use of the Industry Attractiveness-Business Strength Matrix in Strategic Planning. Interfaces, 13(2), 54-71.
別名	Boston Box, Growth-Share Matrix, Boston Consulting Group Matrix, Product Portfolio Matrix	GE Matrix, Nine-Box Matrix, Industry Attractiveness-Business Strength Matrix, Directional Policy Matrix
関連	4	4
概要	The BCG growth-share matrix is a portfolio-analysis tool that classifies a diversified company's business units on two axes — the growth rate of their market and their market share relative to the largest competitor — and uses that classification to guide cash allocation across the portfolio. Devised by Bruce Henderson at the Boston Consulting Group around 1970, it rests on two ideas BCG had developed: that cash generation rises with relative market share (via the experience curve) and that cash consumption rises with market growth. The familiar four-quadrant scheme — stars, cash cows, question marks (problem children), and dogs — was popularized and operationalized by Barry Hedley's 1977 Long Range Planning article, while Hax and Majluf's 1983 Interfaces paper subjected the matrix to critical analysis and refinement. It became the archetypal corporate portfolio framework of the 1970s and 1980s.	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.