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SSE_Designing Interactive Strategy_Group5
SSE_Designing Interactive Strategy_Group5
SSE_Designing Interactive Strategy_Group5
SSE_Designing Interactive Strategy_Group5
SSE_Designing Interactive Strategy_Group5
SSE_Designing Interactive Strategy_Group5
SSE_Designing Interactive Strategy_Group5
SSE_Designing Interactive Strategy_Group5
SSE_Designing Interactive Strategy_Group5
SSE_Designing Interactive Strategy_Group5
SSE_Designing Interactive Strategy_Group5
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SSE_Designing Interactive Strategy_Group5

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  • 1. From Value Chain to Value Constellation: by Richard Normann and Rafael Ram írez Media Management VT09 HHS Andreas Bockisch | 70363 | 70363@student.hhs.se Celeste Cantú Alejandró | 70364 | 70364@student.hhs.se Nina Steiner | 70385 |70385@student.hhs.se Alejandra Fernandez del Valle | 70391 | 70391@student.hhs.se
  • 2. Strategy
    • Old thinking
      • A c ompany should add value based on the right position within the value chain.
    • Dell
      • Deliver large orders to intermediaries on a quarterly basis
  • 3. Strategy
    • Strategy is how a company links knowledge [competencies] and relationships [customers].
    • New thinking
      • A company should reinvent value based on the reconfiguration of actors’ roles.
    • Dell
      • Since the 80’s, Dell used the “configure to order” approach
  • 4. Customers
    • Relationships are access channels to the company’s ongoing value-creating activities
    • Dell
      • Establishes direct and documented relationships with all segments of customers via Internet
  • 5. Customers
    • Value relates to the degree that customers can use them as inputs to leverage their own value creation
    • Dell
      • Customers can customize their product balancing, with their own priorities, price, product features, and desired service.
  • 6. Competencies
    • Technologies, specialized expertise, business processes and techniques
    • Dell
      • Custom assembly model
      • Networks for manufacturing stages
      • Just-in-time logistics
      • Trained personnel for support
  • 7. Offerings
    • Embodiment of activities resulting from the relationships among actors
    • Distinctions between product and service is outdated
    • Dell
      • Competencies result in customized, accessible, valuable offering for the customer
  • 8. Strategic Implications
    • Customers should be urged to take advantage of dense offerings and create value for themselves.
    • Dell
      • Users can configure and build their own computer with a mix of their preferred components
  • 9. Strategic Implications
    • Growing complexity and variety in offerings demands the same from the relationships that produce them.
    • Dell
      • mainly in charge of assembly: “we are continuing to expand our use of original design manufacturing partnerships and manufacturing outsourcing relationships.” 1
      • 1 2006 Dell Annual Report (http://en.wikipedia.org/wiki/Dell#Commercial_aspects)
  • 10. Strategic Implications
    • The main source of competitive advantage is redefining an entire value-creating system and making it work.
    • Dell
      • Just-in-time approach through closeness to costumers and low inventories
      • Worldwide technical support system
  • 11. Conclusion
    • Enabling the customer to generate value for itself
    • Reconfiguring relationships and business systems accordingly
    • Effectively implementing the new system
    • Enlarging knowledge-base continuously
    • generates profitability

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