So sánh phương pháp

	Strategic Group Mapping	Strategic Group Analysis
Lĩnh vực	Quản trị chiến lược	Quản trị chiến lược
Họ	Process / pipeline	Process / pipeline
Năm ra đời	1980	1977
Người khởi xướng	Michael E. Porter; Avi Fiegenbaum & Howard Thomas	Michael S. Hunt; Richard Caves & Michael Porter; John McGee & Howard Thomas
Loại	Two-dimensional visualization pipeline for competitive positioning	Intra-industry clustering pipeline for strategic positioning
Công trình gốc	Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press, New York. ISBN: 9780029253601	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.
Tên gọi khác	Strategic Group Map, Competitive Positioning Map, Strategic Positioning Map, Strategic Mapping	Strategic Groups Analysis, Mobility Barrier Analysis, Intra-Industry Group Analysis, Strategic Cluster Analysis
Liên quan	4	4
Tóm tắt	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.	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.