Võrdle meetodeid

	PIMS Profit Impact of Market Strategy Analysis	Porter's Five Forces Industry Analysis
Valdkond	Strateegiline juhtimine	Strateegiline juhtimine
Perekond	Regression model	Process / pipeline
Tekkeaasta	1974	1979
Looja	Sidney Schoeffler, Robert D. Buzzell & Donald F. Heany; Robert D. Buzzell & Bradley T. Gale	Michael E. Porter
Tüüp	Cross-sectional empirical model of business-unit profitability drivers	Industry-attractiveness framework based on five competitive forces
Algallikas	Buzzell, R. D., & Gale, B. T. (1987). The PIMS Principles: Linking Strategy to Performance. New York: Free Press. ISBN: 9780029044308	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
Rööpnimetused	Profit Impact of Market Strategy, PIMS Database Analysis, PIMS PAR ROI Modeling, Strategy-Profitability Empirical Analysis	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model
Seotud	3	3
Kokkuvõte	PIMS (Profit Impact of Market Strategy) analysis searches a large, multi-industry database of business units for the general empirical relationships that link strategy and market conditions to profitability. Originating in General Electric's effort to understand why its divisions earned such different returns, the program was opened to outside members and analyzed by Sidney Schoeffler, Robert Buzzell, and Donald Heany, whose 1974 Harvard Business Review article reported that a manageable set of factors -- market share, product quality, investment intensity, and others -- statistically explained much of the variation in return on investment across businesses. Buzzell and Gale's 1987 book The PIMS Principles distilled these findings into empirically grounded 'principles' linking strategy to performance and into the par ROI benchmark, the level of profitability a business should expect given its strategic and market profile. PIMS analysis thus treats strategy as an empirical regularity to be estimated across many businesses rather than reasoned from a single case.	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.