方法对比

	Business Model 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	2010	1985
提出者	Alexander Osterwalder & Yves Pigneur	Michael E. Porter
类型	Business model description and analysis framework	Activity-decomposition pipeline for competitive advantage
开创性文献	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. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press, New York. ISBN: 9780029250907
别名	BMC Analysis, Nine Building Blocks Analysis, Osterwalder Business Model Canvas, Business Model Ontology Analysis	Porter Value Chain Analysis, Value Chain Framework, Activity-Based Competitive Advantage Analysis, Value System Analysis
相关	3	4
摘要	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.	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.