Ge Matrix Calculator

CEP

Competitive Strength

Market Attractiveness

Factors

Score A

NGO

Factor CEP NGO Score Assigned Score Score B I AxI BxI

Market Size and projected growth rate

Large, growth potential attractive

7

Small, but growth potential (attractive)

3

0.10

0.7

0.3

The intensity of competition

Strong/Fierce (unattractive)

7

Strong/Fierce (unattractive)

7

0.25

1.75

1.75

Emerging opportunities and threats

high(attractive) promising opportunities

7

high (attractive)

7

0.15

1.05

1.05

Seasonal and cyclical factor

Able to undertake bi-annual academic year enrollment

10

Unable to accomodate bi annual academic year enrollment

1

0.05

0.5

0.05

Resource requirement

Finacing based on allocation, staff resources limited

4

Access to non taxable funding, good organisational capabilities (attractive)

8

0.15

0.6

1.2

8

The value chain does not match up well with the value chain activities of other institutions (unattractive)

3

0.15

1.2

0.45

The value chain matches up well with the value chain The presence of cross-industry strategic activities of other institutions fits and resource fits (attractive) Industry profitability

(surplus) low, business risk medium (attractive)

7

profit high, risk high(unattractive)

2

0.10

0.7

0.2

Social, political, regulatory and environmental factors Industry, uncertainty and business risk

Social pressure for corporate social responsibility, strong political support low business risk (attractive)

7 8

good political support high risk, good certainty

9 4

0.05 0.35 0.10 0.8 Total 7.65

0.45 0.4 5.85

Relative market share

High competitive strength higher market shares

8

Low competitve strength, low market share

2

0.15

1.2

0.3

Costs relative to competitors Ability to match or beat rivals on key product attributes

able to maintain cost parity with rival (high) high –able to satisfy buyer expectations

2

0.20

1.6

0.4

3

0.05

0.45

0.15

Ability to exercise bargaining leverage with key suppliers or customers Calibre of alliances and collaborative partnerships with suppliers and/or buyers Ability to benefit from strategic fit relationships with sister business

medium – problems with distribution and inbound logistics as per value chain

9

High unable to maintain cost parity with rival partially able to satisfy buyer expectations

8

6

no problems

8

0.05

0.3

0.4

very good collaborative alliances

8

very good collaborative alliances

8

0.10

0.8

0.8

excellent relationships

9

good relationships

5

0.15

1.35

0.75

Technological and innovation capabilities

medium

6

very low and relys on CEP's

1

0.05

0.3

0.05

How well the business unit’s competitive assets and competencies match industry key success factors

Low

2

high, ability to outsource

9

0.10

0.2

0.9

9

Strong brand name High, Product quality

9

0.10

0.9

0.9

5

low-budgeting is sourced due to project cost, little manouravability

3

0.10

0.5

0.3

7.6

4.95

Strong brand name High, Brand name recognition and reputation Product quality Profitability relative to competitors (profitability here referes to savings and or surplus) medium-within range

Total Market Share Statistics Market Size

Market Share Future

Present Convicted Total=

2422

Participants

775

100%

Market (Programme Participants)=

775 (32%)

CEP's Share

603

78%

828

83%

New Market (Non Participants)=

1647 (68%)

NGO's Share

172

22%

172

17%

1000 100%

Typical (external) factors that affect Market Attractiveness - Market size - Market growth rate - Market profitability - Pricing trends - Competitive intensity / rivalry - Overall risk of returns in the industry - Entry barriers - Opportunity to differentiate products and services - Demand variability - Segmentation - Distribution structure - Technology development Typical (internal) factors that affect Competitive Strength of a Strategic Business Unit - Strength of assets and competencies - Relative brand strength (marketing) - Market share - Market share growth - Customer loyalty - Relative cost position (cost structure compared with competitors) - Relative profit margins (compared to competitors) - Distribution strength and production capacity - Record of technological or other innovation - Quality - Access to financial and other investment resources - Management strength

Analytical Model/Tool Market Analysis Life Cycle Analysis Market Analysis Competitor Analysis Porter 5 Forces

Resource Audit

Customer Loyalty Matrix Financial Analysis Value chain Kays Distinctive Competecies Value chain Financial Analysis

Grow Penetrate

8

Selective Harvest or Investment

7 8%

CEP

7

2 2%

NGO

7 8%

6

4

2 2%

Medium

5

Harvest for Cash Generation

Invest for Growth

Controlled Harvest

Segment and Selective Investment

3 Selective Investment Divestment

2 1

Controlled Exit or Disinvestment

Rapid Exit or Attack

Low

Competitive Strength

9

High

10

High 10

Medium 9

8

7

6

5

4

Low 3

2

Market Attractiveness

1

NGO

172

total

603