Comparer des méthodes

	BCG Growth-Share Matrix	Experience Curve Analysis
Domaine	Management stratégique	Management stratégique
Famille	Process / pipeline	Process / pipeline
Année d'origine	1977	1979
Auteur d'origine	Bruce D. Henderson (Boston Consulting Group); Barry Hedley	Bruce D. Henderson (Boston Consulting Group); learning-curve tradition (T. P. Wright; Louis Yelle)
Type	Portfolio-classification pipeline for resource allocation	Cost-projection pipeline linking cumulative volume to unit cost
Source fondatrice	Hedley, B. (1977). Strategy and the 'Business Portfolio'. Long Range Planning, 10(1), 9-15.	Yelle, L. E. (1979). The Learning Curve: Historical Review and Comprehensive Survey. Decision Sciences, 10(2), 302-328.
Alias	Boston Box, Growth-Share Matrix, Boston Consulting Group Matrix, Product Portfolio Matrix	Experience Curve, BCG Experience Curve, Learning Curve Analysis, Cumulative Cost Curve Analysis
Apparentées	4	4
Résumé	The BCG growth-share matrix is a portfolio-analysis tool that classifies a diversified company's business units on two axes — the growth rate of their market and their market share relative to the largest competitor — and uses that classification to guide cash allocation across the portfolio. Devised by Bruce Henderson at the Boston Consulting Group around 1970, it rests on two ideas BCG had developed: that cash generation rises with relative market share (via the experience curve) and that cash consumption rises with market growth. The familiar four-quadrant scheme — stars, cash cows, question marks (problem children), and dogs — was popularized and operationalized by Barry Hedley's 1977 Long Range Planning article, while Hax and Majluf's 1983 Interfaces paper subjected the matrix to critical analysis and refinement. It became the archetypal corporate portfolio framework of the 1970s and 1980s.	Experience curve analysis describes and projects how the real unit cost of a product falls by a roughly constant percentage every time cumulative production volume doubles, and draws the strategic consequences for cost position and pricing. The Boston Consulting Group, under Bruce Henderson, generalized the older manufacturing learning curve in the late 1960s and 1970s into the broader 'experience curve,' covering not just direct labor but all value-added costs, and made it the analytical backbone of its strategy advice — including the growth-share matrix's premise that the high-relative-share firm enjoys a cost advantage. Louis Yelle's 1979 Decision Sciences survey reviewed the underlying learning-curve literature and its mathematics, while Barry Hedley's 1977 article tied the experience-curve cost logic to portfolio strategy. The method fits a power-law relationship between unit cost and accumulated volume and uses the estimated learning rate to forecast costs and inform competitive strategy.