The purpose of this research is to identify, in the Brazilian banking industry, the existence of distinct groups composed of banks that adopt similar competitive strategies, relating them to different performance standards. To this end, a sample of 50 banks operating in the Brazilian market was selected for which strategic, environmental, and performance variables were calculated for the period 2017-2019. Through the application of a statistical model, based on the strategic variables of each bank in the sample, it was possible to classify them into distinct groups, generating a taxonomy that reflects the strategic positioning in the industry. The patterns identified determined the formation of four groups, thus called: the Visionary, the Stationary, the Efficient, and the Traditional. It was concluded that the four distinct patterns of strategic behavior identified in the Brazilian banking industry present different responses to the forces of the environment and are associated with different performance patterns. The groups characterized as Stationary and Traditional presented, comparatively, the worst performances, due to the slowness of their decision-making process, adoption of traditional management standards, and difficulties in changing the strategic direction. It is believed that for these groups, the challenge imposed for survival in the industry lies in adapting to the new market standards, where consumers and technology started to occupy the epicenter of the business. On the other hand, the groups characterized as Visionary and Efficient were the ones that presented the best performances, which reflects the relevance of investment and operational efficiency in the industry.