방법 비교

	Experience Curve Analysis	Strategic Group Analysis
분야	전략경영	전략경영
계열	Process / pipeline	Process / pipeline
기원 연도	1979	1977
창시자	Bruce D. Henderson (Boston Consulting Group); learning-curve tradition (T. P. Wright; Louis Yelle)	Michael S. Hunt; Richard Caves & Michael Porter; John McGee & Howard Thomas
유형	Cost-projection pipeline linking cumulative volume to unit cost	Intra-industry clustering pipeline for strategic positioning
원전	Yelle, L. E. (1979). The Learning Curve: Historical Review and Comprehensive Survey. Decision Sciences, 10(2), 302-328.	Caves, R. E., & Porter, M. E. (1977). From Entry Barriers to Mobility Barriers: Conjectural Decisions and Contrived Deterrence to New Competition. Quarterly Journal of Economics, 91(2), 241-261.
별칭	Experience Curve, BCG Experience Curve, Learning Curve Analysis, Cumulative Cost Curve Analysis	Strategic Groups Analysis, Mobility Barrier Analysis, Intra-Industry Group Analysis, Strategic Cluster Analysis
관련	4	4
요약	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.	Strategic group analysis partitions the firms in an industry into clusters that pursue similar strategies along key competitive dimensions, and explains why these clusters persist and why their members earn different returns. The concept originates with Michael Hunt's 1972 dissertation on the U.S. home-appliance industry and was given its theoretical engine by Caves and Porter's 1977 reconceptualization of entry barriers as mobility barriers — structural impediments that protect not just the industry from outsiders but each strategic group from incursion by firms in other groups. McGee and Thomas's 1986 review consolidated the construct, clarifying which variables legitimately define groups and how groups, mobility barriers, and isolating mechanisms relate to performance. The method bridges industrial-organization economics and strategic management by treating intra-industry structure, not just industry-level structure, as the relevant unit of competitive analysis.