A Strategic Model of the U.S. Brewing Industry: 1952-1971

Abstract

Quantitative models of business strategy can be developed upon the key relationship between a firm's objectives, its strategy and the environment in which it operates. To be meaningful, this paper shows, such models depend upon the identification of strategic groups–groups of firms within an industry which follow similar (but not identical) strategies. Properly estimated strategic models can help management evaluate proposed strategies and check the usefulness of conventional wisdom in specific competitive situations.