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	PIMS Profit Impact of Market Strategy Analysis	Diversification-Performance Analysis (Rumelt Categories)
Dziedzina	Zarządzanie strategiczne	Zarządzanie strategiczne
Rodzina	Regression model	Process / pipeline
Rok powstania	1974	1974
Twórca	Sidney Schoeffler, Robert D. Buzzell & Donald F. Heany; Robert D. Buzzell & Bradley T. Gale	Richard P. Rumelt; Krishna Palepu
Typ	Cross-sectional empirical model of business-unit profitability drivers	Classification-and-comparison pipeline relating diversification type to firm performance
Źródło pierwotne	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
Inne nazwy	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
Pokrewne	3	3
Podsumowanie	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.