Porównaj metody

	Analytic Hierarchy Process for Strategic Priorities	Porter's Five Forces Industry Analysis
Dziedzina	Zarządzanie strategiczne	Zarządzanie strategiczne
Rodzina	MCDM	Process / pipeline
Rok powstania	1980	1979
Twórca	Thomas L. Saaty	Michael E. Porter
Typ	Multi-criteria decision analysis via pairwise comparison	Industry-attractiveness framework based on five competitive forces
Źródło pierwotne	Saaty, T. L. (1980). The Analytic Hierarchy Process: Planning, Priority Setting, Resource Allocation. New York: McGraw-Hill. ISBN: 9780070543713	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
Inne nazwy	Strategic AHP Prioritization, AHP for Strategy Decisions, Pairwise Strategic Priority Setting, Hierarchical Strategic Decision Weighting	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model
Pokrewne	3	3
Podsumowanie	The Analytic Hierarchy Process (AHP) applied to strategic priorities is a multi-criteria decision method that structures a complex strategy choice into a hierarchy of goal, criteria, and alternatives, then derives priority weights from expert pairwise comparisons. Thomas Saaty developed AHP in the 1970s and set out its full theory in his 1980 book, with a widely cited 1990 article distilling how to make a decision with the method. Its appeal for strategy is that it converts the qualitative judgments managers actually make — that growth matters more than cost control, say — into ratio-scale weights, while quantifying and policing the consistency of those judgments. The result is a transparent, defensible ranking of strategic options that integrates multiple, often conflicting, criteria.	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.