Compara mètodes

	Strategic Value Chain Analysis	Porter's Five Forces Industry Analysis
Camp	Direcció estratègica	Direcció estratègica
Família	Process / pipeline	Process / pipeline
Any d'origen	1985	1979
Autor original	Michael E. Porter	Michael E. Porter
Tipus	Activity-decomposition pipeline for competitive advantage	Industry-attractiveness framework based on five competitive forces
Font seminal	Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press, New York. ISBN: 9780029250907	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
Àlies	Porter Value Chain Analysis, Value Chain Framework, Activity-Based Competitive Advantage Analysis, Value System Analysis	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model
Relacionats	4	3
Resum	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.	Porter's five forces framework explains the underlying profitability of an industry through five competitive forces that together determine how much of the value an industry creates is captured by its firms rather than competed or bargained away. Introduced in Michael Porter's 1979 Harvard Business Review article and developed fully in his 1980 book Competitive Strategy, the framework identifies the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and the intensity of rivalry among existing competitors as the collective forces that set an industry's profit potential. The stronger these forces, the more pressure on margins and the less attractive the industry; the weaker they are, the more room firms have to earn superior returns. Five forces analysis assesses each force to judge industry attractiveness and, crucially, to find a position where a firm can defend itself against the forces or shift them in its favor.