手法を比較

	Market Entry Timing Hazard Analysis	Porter's Five Forces Industry Analysis
分野	経営戦略論	経営戦略論
系統	Survival analysis	Process / pipeline
提唱年	1989	1979
提唱者	Will Mitchell; Timothy S. Schoenecker & Arnold C. Cooper	Michael E. Porter
種類	Hazard / duration model of market entry timing	Industry-attractiveness framework based on five competitive forces
原典	Mitchell, W. (1989). Whether and When? Probability and Timing of Incumbents' Entry into Emerging Industrial Subfields. Administrative Science Quarterly, 34(2), 208-230.	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
別名	Entry Timing Hazard Modeling, Whether-and-When Entry Analysis, Incumbent Entry Hazard Analysis, Time-to-Entry Duration Analysis	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model
関連	3	3
概要	Market entry timing hazard analysis models both whether and when a firm enters a new market or emerging industrial subfield, treating time-to-entry as a survival outcome. Will Mitchell's 1989 study of incumbents facing emerging subfields framed the question precisely this way: rather than asking only if an established firm eventually enters, it asks how its probability and speed of entry depend on its capabilities and the competitive situation. Schoenecker and Cooper's 1998 cross-industry study extended the logic, showing that technological and marketing resources and organizational commitment to a threatened market accelerate entry. By modeling the hazard of entry, the method turns timing — a central variable in competitive strategy and first-mover debates — into something that can be estimated from data on firms at risk of entering.	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.