Methoden vergleichen

	Experience Curve Analysis	Strategic Value Chain Analysis
Fachgebiet	Strategisches Management	Strategisches Management
Familie	Process / pipeline	Process / pipeline
Entstehungsjahr	1979	1985
Urheber	Bruce D. Henderson (Boston Consulting Group); learning-curve tradition (T. P. Wright; Louis Yelle)	Michael E. Porter
Typ	Cost-projection pipeline linking cumulative volume to unit cost	Activity-decomposition pipeline for competitive advantage
Wegweisende Quelle	Yelle, L. E. (1979). The Learning Curve: Historical Review and Comprehensive Survey. Decision Sciences, 10(2), 302-328.	Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press, New York. ISBN: 9780029250907
Aliasnamen	Experience Curve, BCG Experience Curve, Learning Curve Analysis, Cumulative Cost Curve Analysis	Porter Value Chain Analysis, Value Chain Framework, Activity-Based Competitive Advantage Analysis, Value System Analysis
Verwandt	4	4
Zusammenfassung	Experience curve analysis describes and projects how the real unit cost of a product falls by a roughly constant percentage every time cumulative production volume doubles, and draws the strategic consequences for cost position and pricing. The Boston Consulting Group, under Bruce Henderson, generalized the older manufacturing learning curve in the late 1960s and 1970s into the broader 'experience curve,' covering not just direct labor but all value-added costs, and made it the analytical backbone of its strategy advice — including the growth-share matrix's premise that the high-relative-share firm enjoys a cost advantage. Louis Yelle's 1979 Decision Sciences survey reviewed the underlying learning-curve literature and its mathematics, while Barry Hedley's 1977 article tied the experience-curve cost logic to portfolio strategy. The method fits a power-law relationship between unit cost and accumulated volume and uses the estimated learning rate to forecast costs and inform competitive strategy.	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.