Порівняння методів

	Blue Ocean Strategy Canvas Analysis	Porter's Five Forces Industry Analysis
Галузь	Стратегічний менеджмент	Стратегічний менеджмент
Родина	Process / pipeline	Process / pipeline
Рік появи	2005	1979
Автор методу	W. Chan Kim & Renee Mauborgne	Michael E. Porter
Тип	Value-innovation strategy framework	Industry-attractiveness framework based on five competitive forces
Основоположне джерело	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	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
Інші назви	Strategy Canvas Analysis, Four Actions Framework, Value Innovation Analysis, Value Curve Analysis	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model
Пов'язані	3	3
Підсумок	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.	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.