方法对比

	Blue Ocean Strategy Canvas Analysis	Strategic Value Chain Analysis
领域	战略管理	战略管理
方法族	Process / pipeline	Process / pipeline
起源年份	2005	1985
提出者	W. Chan Kim & Renee Mauborgne	Michael E. Porter
类型	Value-innovation strategy framework	Activity-decomposition pipeline for competitive advantage
开创性文献	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. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press, New York. ISBN: 9780029250907
别名	Strategy Canvas Analysis, Four Actions Framework, Value Innovation Analysis, Value Curve Analysis	Porter Value Chain Analysis, Value Chain Framework, Activity-Based Competitive Advantage Analysis, Value System Analysis
相关	3	4
摘要	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.	Strategic value chain analysis disaggregates a firm into the discrete activities through which it designs, produces, markets, delivers, and supports its product, in order to locate the sources of cost advantage and differentiation that underlie competitive advantage. The framework is Michael Porter's, introduced in his 1985 Competitive Advantage, where he divides the firm's activities into five primary categories — inbound logistics, operations, outbound logistics, marketing and sales, and service — and four support categories — firm infrastructure, human resource management, technology development, and procurement — with margin as the difference between total value created and total cost. Porter argued that competitive advantage cannot be understood by looking at the firm as a whole but must be traced to the way particular activities are performed and linked. The analysis extends outward to the value system linking suppliers, the firm, channels, and buyers.