手法を比較

	Disruptive Innovation Analysis	Porter's Five Forces Industry Analysis
分野	経営戦略論	経営戦略論
系統	Process / pipeline	Process / pipeline
提唱年	1997	1979
提唱者	Clayton Christensen; Clayton Christensen, Michael Raynor & Rory McDonald	Michael E. Porter
種類	Theory-based framework for classifying and assessing innovation trajectories	Industry-attractiveness framework based on five competitive forces
原典	Christensen, C. M. (1997). The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business School Press. ISBN: 9780875845852	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
別名	Disruptive Innovation Theory, Sustaining vs Disruptive Analysis, Christensen Disruption Analysis, Innovator's Dilemma Analysis	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model
関連	4	3
概要	Disruptive innovation analysis is a framework for classifying innovations and anticipating when a new entrant will overturn established market leaders. Clayton Christensen introduced the theory in his 1997 book The Innovator's Dilemma, which explained the paradox that well-managed incumbent firms can fail precisely because they listen to their best customers and invest in sustaining improvements, leaving them exposed to simpler, cheaper offerings that begin at the low end or in new markets and then improve until they capture the mainstream. The 2015 Harvard Business Review article by Christensen, Michael Raynor, and Rory McDonald clarified the concept after two decades of misuse, insisting that 'disruption' is a precise process - not a synonym for any breakthrough or any successful startup - in which an entrant gains a foothold in segments incumbents overlook and moves upmarket from there. The analysis compares performance trajectories against customer needs to tell sustaining from disruptive change.	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.