手法を比較

	Strategic Group Mapping	Porter's Five Forces Industry Analysis
分野	経営戦略論	経営戦略論
系統	Process / pipeline	Process / pipeline
提唱年	1980	1979
提唱者	Michael E. Porter; Avi Fiegenbaum & Howard Thomas	Michael E. Porter
種類	Two-dimensional visualization pipeline for competitive positioning	Industry-attractiveness framework based on five competitive forces
原典	Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press, New York. ISBN: 9780029253601	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
別名	Strategic Group Map, Competitive Positioning Map, Strategic Positioning Map, Strategic Mapping	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model
関連	4	3
概要	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.	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.