Interactive tool
A strategic group map places firms in one industry on two dimensions that explain how they compete. Build a first draft here: name the industry, plot the firms, note why each one sits where it does, and download an SVG to review. The chart is a working hypothesis, not a verified market verdict.
Workspace
Set the industry and market segment first. Choose two dimensions that distinguish strategy, define their endpoints, then replace the fictional sample firms with your own researched shortlist.
Example A–C are fictional. Your scores and group labels are judgments until checked against sources; this workspace does not discover or verify competitors.
Equal-sized marks; no market-share data is inferred. Use the CSV for full evidence notes and checked dates.
Score each axis from 0–100. Enter a tentative group name only if the firms share a defensible strategy.
Up to 20 firms. Data stays in this browser unless you download or share the files. Shared SVG/CSV files may contain the names and evidence you entered.
Method
Define the industry and market segment; include indirect rivals only when they compete for the same customer need.
Choose two distinct strategic dimensions and record a source or rationale for every score.
Review candidate clusters, challenge the group labels, and export the SVG and CSV for discussion.
The fictional starter data places three B2B analytics vendors by product scope and sales motion. Replace every name and score with researched firms before sharing it as an industry map.
Make the first draft useful
Pick strategic dimensions that vary across firms and matter in this industry. Define the low and high ends before you score anyone. Two versions of company size may produce a tidy but uninformative chart.
Virginia Tech: choose two dimensionsA pair of nearby marks may suggest close rivals. Check whether the firms share similar strategic commitments before giving them the same group label; the chart alone does not establish that relationship.
Meilich: mapping process and interpretationAn unoccupied area can guide the next research question, but it does not prove demand or attractive economics. Investigate customers, indirect competitors and barriers before recommending a move.
SBA: market research and competitive analysisChoose by the question
| Map type | Choose it when… | Method |
|---|---|---|
| Strategic group map | You need to compare firms in one industry by how they compete and discuss candidate strategic groups. | Virginia Tech method |
| Perceptual map | You need to show how buyers perceive competing products on attributes that influence a purchase. | OpenStax: Product positioning |
| Competitor matrix | You need a feature-by-feature, customer-by-customer comparison rather than a two-axis grouping. | Open competitor mapping workspace |
Common question
It can raise a useful question, not certify an opportunity. Check customer demand, substitutes, entry barriers and the evidence behind each firm before using the map for a decision.
Keep exploring
Download a blank perceptual map as SVG or CSV. Label two buyer-relevant attributes, then add evidence-backed brand positions in the free editor.
Compare products on two meaningful dimensions and identify positions worth validating.
Build a two-axis brand perception map in your browser. Add brands, label survey or hypothesis scores, and download an SVG and CSV draft.