Experience Curve
Updated 2026-07-31
INTRODUCTION
English translation pending.
CORE DEFINITION
An extension of the learning curve, developed at Boston Consulting Group in the 1960s from earlier observations in aircraft and semiconductor manufacturing. Its core proposition is that real unit costs decline by a predictable percentage with each doubling of cumulative output, and that the decline comes not only from worker learning but from process technology, scale economies, product redesign, and purchasing. The key constraint is that the curve describes an aggregate tendency across all these sources, so a firm cannot capture it by attending to production alone, and a technological discontinuity can reset accumulated experience.
SCAFFOLDING EFFECT
Reduce cognitive load
- Cost position: estimate the slope of your curve to see how much cost advantage accumulated volume actually buys. - Source audit: check which of learning, scale, design, or purchasing is producing the decline before betting on it. - Entry timing: treat early volume share as a durable asset only while the underlying technology is stable.
Anchor fast decisions
Cost declines because every repetition and every process revision removes some waste from the operation, and those savings accumulate rather than being consumed. Doubling cumulative volume therefore delivers a roughly constant proportional reduction, which means the firm with the largest accumulated output sits furthest down the curve and can price below what a newcomer can afford. Because the effect pools several sources, it is stronger and more durable than worker learning alone, and it becomes a barrier to entry once the leader converts it into price.
MINIMUM ACTION
In progress 0/1Practice this model in one real situation:
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Source support: Explicit
- en.wikipedia.orghttps://en.wikipedia.org/wiki/Experience_curve_effectverified
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