手法を比較

	PIMS Profit Impact of Market Strategy Analysis	Diversification-Performance Analysis (Rumelt Categories)
分野	経営戦略論	経営戦略論
系統	Regression model	Process / pipeline
提唱年	1974	1974
提唱者	Sidney Schoeffler, Robert D. Buzzell & Donald F. Heany; Robert D. Buzzell & Bradley T. Gale	Richard P. Rumelt; Krishna Palepu
種類	Cross-sectional empirical model of business-unit profitability drivers	Classification-and-comparison pipeline relating diversification type to firm performance
原典	Buzzell, R. D., & Gale, B. T. (1987). The PIMS Principles: Linking Strategy to Performance. New York: Free Press. ISBN: 9780029044308	Rumelt, R. P. (1974). Strategy, Structure, and Economic Performance. Division of Research, Graduate School of Business Administration, Harvard University. ISBN: 9780875841090
別名	Profit Impact of Market Strategy, PIMS Database Analysis, PIMS PAR ROI Modeling, Strategy-Profitability Empirical Analysis	Rumelt Diversification Category Analysis, Related vs Unrelated Diversification Analysis, Corporate Diversification Strategy Classification, Diversification Strategy-Performance Linkage
関連	3	3
概要	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.	Diversification-performance analysis asks whether the kind of diversification a firm pursues — staying focused, expanding into related businesses, or building an unrelated conglomerate — is systematically associated with how well the firm performs. The categorical version originates with Rumelt's 1974 Strategy, Structure, and Economic Performance, which classified diversified firms by specialization and relatedness ratios into single-business, dominant-business, related, and unrelated types and found that related diversifiers tended to outperform unrelated ones. Palepu's 1985 study reframed diversification with the continuous Jacquemin-Berry entropy measure, again finding that related diversification was associated with superior profit growth, and showed how the index approach and Rumelt's categorical method can be combined to gain both objectivity and conceptual richness.