Сравнение методов

	Blue Ocean Strategy Canvas Analysis	Business Model Canvas Analysis
Область	Стратегический менеджмент	Стратегический менеджмент
Семейство	Process / pipeline	Process / pipeline
Год появления	2005	2010
Автор метода	W. Chan Kim & Renee Mauborgne	Alexander Osterwalder & Yves Pigneur
Тип	Value-innovation strategy framework	Business model description and analysis framework
Основополагающий источник	Kim, W. C., & Mauborgne, R. (2005). Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston, MA: Harvard Business School Press. ISBN: 9781591396192	Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: John Wiley & Sons. ISBN: 9780470876411
Другие названия	Strategy Canvas Analysis, Four Actions Framework, Value Innovation Analysis, Value Curve Analysis	BMC Analysis, Nine Building Blocks Analysis, Osterwalder Business Model Canvas, Business Model Ontology Analysis
Связанные	3	3
Сводка	Blue ocean strategy canvas analysis is a framework for escaping crowded, competitive 'red ocean' markets by creating uncontested 'blue ocean' market space through value innovation. Developed by W. Chan Kim and Renee Mauborgne in their 2004 Harvard Business Review article and 2005 book, it centers on the strategy canvas, a chart that plots how an industry's players invest across the factors of competition, and the four actions framework — eliminate, reduce, raise, create — for redrawing that value curve. The core idea, value innovation, breaks the usual trade-off between differentiation and low cost by simultaneously raising buyer value and lowering cost. The analysis gives strategists a visual, action-oriented way to spot how to make the competition irrelevant rather than to out-fight rivals on existing terms.	Business Model Canvas analysis describes and evaluates how a firm creates, delivers, and captures value using nine interlocking building blocks arranged on a single visual canvas. Alexander Osterwalder and Yves Pigneur popularized the tool in their 2010 book Business Model Generation, building on the business-model ontology Osterwalder, Pigneur, and Tucci had set out in 2005 to clarify a concept that had been used loosely. The nine blocks — customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure — cover the customer-facing front stage, the operational back stage, and the financial bottom line. Analyzing them together lets strategists see a business model as a coherent system, diagnose weaknesses, and design alternatives.