International Journal of Social Science, Management and Human Development, Volume 7, Number 2,2017 ISSN: 2141 - 1162 © 2017 CARDS Publications BUSINESS PORTFOLIO ANALYSIS AND MARKETING STRATEGY IMPLEMENTATION: THE CASE OF BCG AND GENERAL ELECTRIC MATRIX Didia, J.U.D. and Ateke, B.W. Department of Marketing, Faculty of Management Sciences, Rivers State University of Science and Technology, Port Harcourt, Rivers State, Nigeria EmaiL: didiaJud@yahoo.com ABSTRACT The issue of diversification of business interests which conduces to business portfolio as a strategy in surviving environmental uncertainties and upheavals has continued to draw requisite academic attention. This paper reviews two classical strategy options in business portfolio management notably, the Boston Consulting Group (BCG) and the General Electric (GE) 'matrix and their marketing strategy implications. In view of the litany of literary perspectives regarding the relevance of BCG and General Electric in marketing strategy application, we conclude that BCG and General Electric models are useful instruments and play vital rotes in the success of marketing strategy. Key Words: Portfolio Analysis, BCG, GE, Marketing Implementation. INTRODUCTION Human deprivations and inadequacies are better served through organized production as an alternative to subsistence engagement. The essence of industrial organizations is the greater accumulation and appropriation of productive resources for better and more profitable exploitation of existential opportunities. This format of productive engagement presupposes the existence of collaboration in terms of resources acquisition and ownership in the form of joint stock or shareholding interests. Of course, the measure of success of this enterprise is the satisfaction of the social and economic needs of society while ultimately attaining organizational self interest which is to create value for its shareholders as represented by the market price of the company's stock (Van H., 1990). Rayburn (1983) earlier contends that the primary goal of a business is to produce goods and or services and sell at prices which recover all costs and yield an adequate return on invested capital. Thus, in order to run a successful business and create exchanges that will both satisfy the societal demand and fulfill the objectives of the firm, one needs a profound knowledge of the nature and character of the market. Understanding the market for purposes of making profitable investment is the primary and dominant factor in the quest to satisfy organizational and societal demands. Bradley (2003) notes that organizations are conceived as being represented by three perspectives: an investment perspective, a financial perspective and a market perspective Viewed from different perspectives, what is central to all are profit and shareholder value. The achievement of these touches on all marketing activities especially marketing strategy and more so on strategic marketing. It involves the interplay and Interface between the organization and the environment, in terms of environmental investment opportunities and organizational strength vis-d-vis environmental threats and organizational weaknesses. It calls for the development and deployment of strategies to ensure success in a dynamic and competitive market place. Indeed, it requires a thorough examination of how sexy an industry is and an organization's distinctive/competitive readiness in a changing environment. Achieving optimal performance and expected results therefore entails diversification of business interests instead of the proverbial putting all eggs in one basket. However, it is important to note that no company can afford everything it would like to do. Resources have to be allocated. The essence of strategic planning is to allocate resources to those areas that have the greatest future potential (Thompson etal, 1987). When resources are allocated and Investments are made in areas with greatest future potential, It gives rise to different businesses under one corporate management. This is called a portfolio of 95