Comparer des méthodes

	Strategic Group Mapping	Structure-Conduct-Performance Analysis
Domaine	Management stratégique	Management stratégique
Famille	Process / pipeline	Process / pipeline
Année d'origine	1980	1968
Auteur d'origine	Michael E. Porter; Avi Fiegenbaum & Howard Thomas	Joe S. Bain (Bain-Mason tradition); Michael E. Porter (strategy adaptation)
Type	Two-dimensional visualization pipeline for competitive positioning	Causal-chain framework linking industry structure to firm conduct and performance
Source fondatrice	Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press, New York. ISBN: 9780029253601	Bain, J. S. (1968). Industrial Organization (2nd ed.). New York: John Wiley & Sons. ISBN: 9780471042914
Alias	Strategic Group Map, Competitive Positioning Map, Strategic Positioning Map, Strategic Mapping	SCP Paradigm Analysis, Bain-Mason Industrial Organization Analysis, Industry Structure-Performance Analysis, SCP Framework
Apparentées	4	3
Résumé	Strategic group mapping is the visualization technique that turns strategic group analysis into a readable picture: a two-dimensional plot whose axes are two strategic variables on which firms in an industry differ, with each firm shown as a bubble sized by its market presence. Michael Porter popularized the strategic group map in his 1980 Competitive Strategy as a practical device for displaying the competitive structure of an industry, locating clusters of similarly positioned firms, and exposing the empty 'white space' where no competitor sits. Fiegenbaum and Thomas's 1990 work added the temporal discipline of strategic time periods — intervals over which group structure is stable — so that a sequence of maps can show how firms migrate and how the competitive landscape evolves. The result is one of the most widely used communication tools in competitor and positioning analysis.	The structure-conduct-performance (SCP) paradigm is the foundational framework of industrial organization, holding that the structure of an industry shapes the conduct of the firms within it, which in turn determines their performance. In the Bain-Mason tradition, codified in Joe Bain's classic text, industries with high concentration and strong barriers to entry let firms behave in ways -- coordinated pricing, entry deterrence -- that yield persistently high profits, while fragmented, low-barrier industries push performance toward competitive levels. Michael Porter's 1981 article showed how this economic logic could be turned to the purposes of strategic management: where industrial organization treats structure as a determinant of an industry's average profitability and a target for antitrust policy, the strategist inverts it, asking how a firm can position itself within or reshape structure to earn above-normal returns. SCP analysis traces the structure-conduct-performance chain to explain and predict why some industries and firms are more profitable than others.