In the 1970s, General Electric and McKinsey developed a tool to help businesses decide where to invest and where to divest. This tool, known as the Directional Policy Matrix (DPM), is a variation of the well-known Boston Matrix. Both frameworks use two axes—market growth and market share—to assess investment opportunities for business units, product segments, or even entire companies.
The DPM's multiple box framework helps companies make strategic decisions by categorising different segments or products based on their performance and potential. This is particularly useful for companies with multiple business units or product lines, helping them allocate resources where they will have the most impact.
The Importance of Segmentation in Marketing Strategy
At the heart of any successful marketing strategy is segmentation—grouping customers with similar needs or characteristics. Segmentation helps companies meet customer needs more effectively and efficiently. By focusing on groups rather than individuals, businesses can tailor their offerings to specific customer segments, leading to higher satisfaction, improved efficiency, and competitive advantage.
For example, a ready-mix concrete supplier serving 15,000 customers—from large civil engineering firms to small builders—used segmentation to better understand its diverse customer base. The company's research identified different customer needs and behaviors, allowing them to group customers based on a combination of company size and technical requirements.
Using the Directional Policy Matrix in Practice
The ready-mix concrete supplier identified three main customer segments:
The “Techie” Segment:
Large civil engineering companies building complex structures like skyscrapers and bridges require high-specification concrete and technical support. The supplier had a strong competitive position in this segment, but it was already highly saturated. The company needed to focus on maintaining its leadership rather than aggressively pursuing growth.
The “Value” Segment:
General construction companies that purchase large quantities of concrete throughout the year fall into this category. Their demands were high, especially for punctual deliveries. The supplier found an opportunity here by differentiating itself through additional services like timed deliveries and technical advice. This not only improved profitability but also gave the company a competitive edge.
The “Small Fry” Segment:
This group consisted of small builders with occasional needs for concrete, usually for residential projects. Initially, the segment seemed unattractive due to high service costs and low profitability. However, by increasing prices without losing significant business, the company turned this segment into a more attractive and profitable one.
Strategic Takeaways
Focus on Your Strengths: Use the DPM to identify where your company has a competitive advantage and focus your resources there. For example, the ready-mix supplier's strength in the "techie" segment allowed it to maintain leadership in a highly profitable area.
Differentiate to Win: In competitive segments like the "value" segment, finding ways to stand out—such as offering extra services—can improve profitability and strengthen your market position.
Reassess Unattractive Segments: Don’t dismiss seemingly unprofitable segments too quickly. Sometimes, a strategic change, like adjusting pricing or service levels, can make these segments more valuable.
Combine Tools: Use the DPM alongside other strategic tools like a SWOT analysis to get a clearer picture of your company’s strengths, weaknesses, opportunities, and threats.
By applying the Directional Policy Matrix, companies can make more informed decisions about where to invest, which products or segments to prioritise, and how to maintain a competitive edge in the market.
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