Compara mètodes

	Strategic Importance-Performance Analysis	Strategic Value Chain Analysis
Camp	Direcció estratègica	Direcció estratègica
Família	Process / pipeline	Process / pipeline
Any d'origen	1977	1985
Autor original	John A. Martilla & John C. James	Michael E. Porter
Tipus	Two-dimensional attribute prioritization grid	Activity-decomposition pipeline for competitive advantage
Font seminal	Martilla, J. A., & James, J. C. (1977). Importance-Performance Analysis. Journal of Marketing, 41(1), 77-79.	Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press, New York. ISBN: 9780029250907
Àlies	Strategic IPA Grid, Importance-Performance Matrix for Strategy, Attribute Prioritization Grid, Action Grid Analysis	Porter Value Chain Analysis, Value Chain Framework, Activity-Based Competitive Advantage Analysis, Value System Analysis
Relacionats	3	4
Resum	Strategic importance-performance analysis (IPA) is a simple, visual method for prioritizing attributes by plotting how important each one is against how well the organization performs on it. Martilla and James introduced IPA in 1977 to help managers translate satisfaction research into action, arguing that measuring performance alone is not enough — you must know which attributes matter. The two dimensions define a grid with four action quadrants, from 'concentrate here' (high importance, low performance) to 'possible overkill' (low importance, high performance). Used strategically, IPA turns a list of capabilities, service features, or strategic factors into a clear map of where to invest, where to maintain, and where resources may be wasted, making it a lightweight complement to more formal prioritization tools.	Strategic value chain analysis disaggregates a firm into the discrete activities through which it designs, produces, markets, delivers, and supports its product, in order to locate the sources of cost advantage and differentiation that underlie competitive advantage. The framework is Michael Porter's, introduced in his 1985 Competitive Advantage, where he divides the firm's activities into five primary categories — inbound logistics, operations, outbound logistics, marketing and sales, and service — and four support categories — firm infrastructure, human resource management, technology development, and procurement — with margin as the difference between total value created and total cost. Porter argued that competitive advantage cannot be understood by looking at the firm as a whole but must be traced to the way particular activities are performed and linked. The analysis extends outward to the value system linking suppliers, the firm, channels, and buyers.