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	Structure-Conduct-Performance Analysis	PIMS Profit Impact of Market Strategy Analysis
Dziedzina	Zarządzanie strategiczne	Zarządzanie strategiczne
Rodzina	Process / pipeline	Regression model
Rok powstania	1968	1974
Twórca	Joe S. Bain (Bain-Mason tradition); Michael E. Porter (strategy adaptation)	Sidney Schoeffler, Robert D. Buzzell & Donald F. Heany; Robert D. Buzzell & Bradley T. Gale
Typ	Causal-chain framework linking industry structure to firm conduct and performance	Cross-sectional empirical model of business-unit profitability drivers
Źródło pierwotne	Bain, J. S. (1968). Industrial Organization (2nd ed.). New York: John Wiley & Sons. ISBN: 9780471042914	Buzzell, R. D., & Gale, B. T. (1987). The PIMS Principles: Linking Strategy to Performance. New York: Free Press. ISBN: 9780029044308
Inne nazwy	SCP Paradigm Analysis, Bain-Mason Industrial Organization Analysis, Industry Structure-Performance Analysis, SCP Framework	Profit Impact of Market Strategy, PIMS Database Analysis, PIMS PAR ROI Modeling, Strategy-Profitability Empirical Analysis
Pokrewne	3	3
Podsumowanie	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.	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.