Comparar métodos

	Porter's Five Forces Industry Analysis	Strategic Group Analysis
Campo	Dirección estratégica	Dirección estratégica
Familia	Process / pipeline	Process / pipeline
Año de origen	1979	1977
Autor original	Michael E. Porter	Michael S. Hunt; Richard Caves & Michael Porter; John McGee & Howard Thomas
Tipo	Industry-attractiveness framework based on five competitive forces	Intra-industry clustering pipeline for strategic positioning
Fuente seminal	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.	Caves, R. E., & Porter, M. E. (1977). From Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition. Quarterly Journal of Economics, 91(2), 241-261.
Alias	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model	Strategic Groups Analysis, Mobility Barrier Analysis, Intra-Industry Group Analysis, Strategic Cluster Analysis
Relacionados	3	4
Resumen	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.	Strategic group analysis partitions the firms in an industry into clusters that pursue similar strategies along key competitive dimensions, and explains why these clusters persist and why their members earn different returns. The concept originates with Michael Hunt's 1972 dissertation on the U.S. home-appliance industry and was given its theoretical engine by Caves and Porter's 1977 reconceptualization of entry barriers as mobility barriers — structural impediments that protect not just the industry from outsiders but each strategic group from incursion by firms in other groups. McGee and Thomas's 1986 review consolidated the construct, clarifying which variables legitimately define groups and how groups, mobility barriers, and isolating mechanisms relate to performance. The method bridges industrial-organization economics and strategic management by treating intra-industry structure, not just industry-level structure, as the relevant unit of competitive analysis.