So sánh phương pháp

	Structure-Conduct-Performance Analysis	Porter's Five Forces Industry Analysis
Lĩnh vực	Quản trị chiến lược	Quản trị chiến lược
Họ	Process / pipeline	Process / pipeline
Năm ra đời	1968	1979
Người khởi xướng	Joe S. Bain (Bain-Mason tradition); Michael E. Porter (strategy adaptation)	Michael E. Porter
Loại	Causal-chain framework linking industry structure to firm conduct and performance	Industry-attractiveness framework based on five competitive forces
Công trình gốc	Bain, J. S. (1968). Industrial Organization (2nd ed.). New York: John Wiley & Sons. ISBN: 9780471042914	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
Tên gọi khác	SCP Paradigm Analysis, Bain-Mason Industrial Organization Analysis, Industry Structure-Performance Analysis, SCP Framework	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model
Liên quan	3	3
Tóm tắt	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.	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.