When establishing what the industry attractiveness and business strength factors are, it is a good idea to involve a large group of people preferably from all areas within the firm. If this is not done there could be a bias towards the factors representing one area only.
An analyst must be aware that when interpreting the results of the portfolio, the generic strategies are there for guidance only and every organisation has its own unique problems, strengths and weaknesses and these must be considered.
Don’t try to analyse too many units (Businesses/product lines/products) on one matrix – it makes the analysis of the portfolio very confusing.
Flexibility and adaptation, considering individual company circumstances, are more important when using this model than rigid adherence to the theoretical model.