방법 비교

	GE-McKinsey Nine-Box Matrix	Diversification-Performance Analysis (Rumelt Categories)
분야	전략경영	전략경영
계열	Process / pipeline	Process / pipeline
기원 연도	1983	1974
창시자	General Electric & McKinsey & Company; Arnoldo Hax & Nicolas Majluf	Richard P. Rumelt; Krishna Palepu
유형	Multifactor portfolio-classification pipeline for resource allocation	Classification-and-comparison pipeline relating diversification type to firm performance
원전	Hax, A. C., & Majluf, N. S. (1983). The Use of the Industry Attractiveness-Business Strength Matrix in Strategic Planning. Interfaces, 13(2), 54-71.	Rumelt, R. P. (1974). Strategy, Structure, and Economic Performance. Division of Research, Graduate School of Business Administration, Harvard University. ISBN: 9780875841090
별칭	GE Matrix, Nine-Box Matrix, Industry Attractiveness-Business Strength Matrix, Directional Policy Matrix	Rumelt Diversification Category Analysis, Related vs Unrelated Diversification Analysis, Corporate Diversification Strategy Classification, Diversification Strategy-Performance Linkage
관련	4	3
요약	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.	Diversification-performance analysis asks whether the kind of diversification a firm pursues — staying focused, expanding into related businesses, or building an unrelated conglomerate — is systematically associated with how well the firm performs. The categorical version originates with Rumelt's 1974 Strategy, Structure, and Economic Performance, which classified diversified firms by specialization and relatedness ratios into single-business, dominant-business, related, and unrelated types and found that related diversifiers tended to outperform unrelated ones. Palepu's 1985 study reframed diversification with the continuous Jacquemin-Berry entropy measure, again finding that related diversification was associated with superior profit growth, and showed how the index approach and Rumelt's categorical method can be combined to gain both objectivity and conceptual richness.