So sánh phương pháp

	Business Model Canvas Analysis	Porter's Five Forces Industry Analysis
Lĩnh vực	Quản trị chiến lược	Quản trị chiến lược
Họ	Process / pipeline	Process / pipeline
Năm ra đời	2010	1979
Người khởi xướng	Alexander Osterwalder & Yves Pigneur	Michael E. Porter
Loại	Business model description and analysis framework	Industry-attractiveness framework based on five competitive forces
Công trình gốc	Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: John Wiley & Sons. ISBN: 9780470876411	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
Tên gọi khác	BMC Analysis, Nine Building Blocks Analysis, Osterwalder Business Model Canvas, Business Model Ontology Analysis	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model
Liên quan	3	3
Tóm tắt	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.	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.