方法对比

	GE-McKinsey Nine-Box Matrix	Porter's Five Forces Industry Analysis
领域	战略管理	战略管理
方法族	Process / pipeline	Process / pipeline
起源年份	1983	1979
提出者	General Electric & McKinsey & Company; Arnoldo Hax & Nicolas Majluf	Michael E. Porter
类型	Multifactor portfolio-classification pipeline for resource allocation	Industry-attractiveness framework based on five competitive forces
开创性文献	Hax, A. C., & Majluf, N. S. (1983). The Use of the Industry Attractiveness-Business Strength Matrix in Strategic Planning. Interfaces, 13(2), 54-71.	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
别名	GE Matrix, Nine-Box Matrix, Industry Attractiveness-Business Strength Matrix, Directional Policy Matrix	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model
相关	4	3
摘要	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.	Porter's five forces framework explains the underlying profitability of an industry through five competitive forces that together determine how much of the value an industry creates is captured by its firms rather than competed or bargained away. Introduced in Michael Porter's 1979 Harvard Business Review article and developed fully in his 1980 book Competitive Strategy, the framework identifies the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and the intensity of rivalry among existing competitors as the collective forces that set an industry's profit potential. The stronger these forces, the more pressure on margins and the less attractive the industry; the weaker they are, the more room firms have to earn superior returns. Five forces analysis assesses each force to judge industry attractiveness and, crucially, to find a position where a firm can defend itself against the forces or shift them in its favor.