1. Porter's Value Chain Analysis
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Porter has a significant role defining the competitiveness factor in business environment. Porter's Five Forces Model and Porter's Value Chain Analysis are two major concepts in marketing and understanding business environment.
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Value chain analysis identifies a firm's primary and support activities that add value to its products. The value chain contains primary activities like operations and logistics that directly create customer value, as well as support activities like procurement and infrastructure that facilitate the primary activities. Analyzing the value chain allows firms to reduce costs or increase differentiation by examining how each activity contributes to relative cost position or customer willingness to pay.
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A value chain consists of primary and support activities that a firm performs to deliver value to customers. Primary activities directly involve creating, selling, and supporting a product or service. Support activities enable the primary activities. Michael Porter popularized the value chain concept in 1985 as a way to analyze how a firm's activities can be improved to increase competitive advantage. Analyzing a firm's value chain involves identifying its activities and sub-activities, and finding ways to enhance value at each step.
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Value chain analysis identifies a firm's primary and support activities that add value to its products. The value chain contains primary activities like operations and logistics that directly create customer value, as well as support activities like procurement and infrastructure that facilitate the primary activities. Analyzing the value chain allows firms to reduce costs or increase differentiation by examining how each activity contributes to relative cost position or customer willingness to pay.
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A value chain consists of primary and support activities that a firm performs to deliver value to customers. Primary activities directly involve creating, selling, and supporting a product or service. Support activities enable the primary activities. Michael Porter popularized the value chain concept in 1985 as a way to analyze how a firm's activities can be improved to increase competitive advantage. Analyzing a firm's value chain involves identifying its activities and sub-activities, and finding ways to enhance value at each step.
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According to Fred R. David, strategy evaluation includes three basic activities
(1) examining the underlying bases of a firm’s strategy,
(2) comparing expected results with actual results, and
(3) taking corrective action to ensure that performance conforms to plans. Sometime, the best formulated strategies become obsolete (outdated) as a firm’s external and internal environments change.
Strategic control is a type of “steering control”. We have to track the strategy as it is being implemented, detect any problems or changes in the predictions made, and make necessary adjustments. This is especially important because the implementation process itself takes a long time before we can achieve the results.
Strategic control is like an alarm long before the calamity can happen.
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Helps managers in taking decisions regarding which SBUs to allocate more or less resources to at a given strategic point in time
After portfolio analysis firm makes an informed strategic choice e.g.
To have a balanced portfolio (minimize risk and maximize return) of all portfolios
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Porters-Value-Chain-Analysis.pptx
Porter's Value Chain Analysis is a tool used to analyze a firm's activities and identify which activities add the most value. It involves identifying primary activities like inbound logistics, operations, outbound logistics, marketing and sales, and services, as well as support activities like firm infrastructure, human resource management, technology development, and procurement. Conducting a value chain analysis can help firms gain cost advantages and competitive advantages to increase profitability.
Porter's Value Chain Analysis
This presentation slide is about Porter's Value Chain Analysis. This upload consists of the following topics:
Basic Introduction
Porter's Value Chain Model
Primary Activities with real life example
Support Activities with real life example
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1. Performance evaluation assesses how well salespeople meet objectives and helps organizations identify areas for improvement.
2. Sales force performance is influenced by internal factors like motivation and skills, and external factors like the market environment and organizational structures.
3. The evaluation process involves determining influential factors, selecting criteria, establishing standards, comparing performance to standards, providing feedback, and evaluating. Information comes from records, reports, customers, managers and other sources.
4. Tools for evaluation include essays, rating scales, and ranking techniques. Sales control, audit, analysis and cost analysis also help track performance.
Chapter 1 conceptual framework for strategic management (2)
This document provides definitions and explanations of key concepts in strategic management, including:
1. Strategy, policy, tactics, strategic management, programs, procedures, and key stakeholders are defined. The differences between strategy and policy are explained.
2. The strategic management process and its importance for organizational success are overviewed. Strategic intent and how organizational vision, mission, goals, and objectives are formulated is also discussed.
3. Key terms are further explained, including strategic business units (SBUs), environment threat and opportunity profile (ETOP), and examples are provided. The advantages and disadvantages of strategic management and SBUs are summarized.
Strategic management model process
The document outlines the strategic management model process, including initiation of strategy, environmental scanning, strategy formulation, implementation, and evaluation/control. Environmental scanning involves monitoring internal/external factors. Strategy formulation determines corporate, directional, and growth/stability strategies. Implementation develops programs, budgets, and procedures to execute strategies. Evaluation/control compares actual to desired performance and takes corrective action.
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GENERIC COMPETITIVE STRATEGIES
Professor Michael Porter suggested three general positioning strategies to achieve competitive advantage :
Low Cost Leadership Strategy
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The Generic Competitive Strategy (GCS) is a methodology designed to provide companies with a strategic plan to compete .The GCS is useful when a company is looking to gain an advantage over a competitor
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EVA (Economic Value Added) is a measure of a company's financial performance based on residual wealth calculated by deducting its cost of capital from operating profit. EVA attempts to capture true economic profit by including the cost of equity capital in the calculation. ROI (Return on Investment) compares income generated to assets employed, but does not consider cost of capital. While ROI is easier to calculate, EVA is considered a superior measure as it aligns managerial decisions with shareholder value maximization.
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Corporate governance involves the systems and processes by which companies are directed and controlled. For multinational companies, corporate governance involves mechanisms at both the parent and subsidiary levels. Key corporate governance mechanisms for multinationals include ownership concentration, board composition and independence, executive compensation, and conduct codes. Effective corporate governance requires both market-based and culture-based approaches.
ความเข้ากันได้เชิงกลยุทธ์ Strategic fit
Strategic fit expresses the degree to which an organization is matching its resources and capabilities with the opportunities in the external environment.
In addition, strategic fit also examines the resource base of the organization and explores how they can be utilized to achieve maximum benefits.
Portfolio Matrix
The document discusses portfolio analysis techniques, specifically the BCG growth-share matrix. It explains that the BCG matrix classifies products in a company's portfolio into four categories based on their market growth rate and relative market share: stars, question marks, cash cows, and dogs. Stars have high growth and share; cash cows have low growth but high share. Question marks and dogs have respectively high and low growth and share. The document provides guidelines for how companies should manage products in each BCG category and notes some limitations of the BCG matrix approach.
Management control systems1 (mcs)
Management control systems (MCS) help management influence organizational members to implement strategies effectively and efficiently. MCS exercise control over inputs and processes to achieve desired outputs. MCS provide a balance between strategic planning, which focuses on long-term goals, and operational control, which focuses on short-term tasks. MCS involve both planning and control to help ensure the organization moves toward its objectives, even as circumstances change.
Value-based Management
This document discusses value-based management (VBM) and its implementation. It defines VBM as a management approach that puts shareholder value creation as the core philosophy. VBM is intended to effectively link strategy, measurement, and operations to create shareholder value. The document outlines the generic VBM framework, key value drivers, example metrics like EVA and ROIC, and challenges in implementing VBM like gaining manager buy-in. It provides examples of successful VBM implementations at companies like Coca-Cola and notes that top management support is critical to smooth adoption of VBM.
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This document discusses the GE Nine Cell Matrix, which is a tool used in strategic portfolio analysis and planning. It involves plotting business units on a 3x3 grid based on their strengths and the attractiveness of the industry they operate in. Strengths and attractiveness are each rated as high, medium, or low. The matrix then recommends different strategic approaches - grow, hold, or harvest - for business units in each of the nine cells. It provides a framework for allocating resources effectively based on where a business unit sits within the matrix. The document outlines typical factors considered when rating strengths and attractiveness, and provides an example analysis of Maruti Udyog, an Indian automaker.
strategy formulation vs strategy implementation
Strategic management involves both strategy formulation and implementation. Strategy formulation includes assessing the external environment, setting objectives, and developing strategic plans. It is focused on effectiveness and involves top-level management. Strategy implementation is the process of executing strategic plans and involves changes to the organization's structure. It is focused on efficiency and requires coordination from middle and operational levels of management. Strategy formulation and implementation are interdependent processes, with formulation preceding and influencing implementation.
Growth strategy
The document discusses various growth strategies for organizations, including internal strategies like expansion, modernization, and diversification as well as external strategies like mergers, acquisitions, and joint ventures. Internal strategies relate to developing new products and services, expanding existing lines, and reaching new markets. External strategies involve combining with or purchasing other companies in order to enter new sectors, gain economies of scale, or access new technologies and markets. The document provides examples and definitions of different strategies.
Gap analysis in strategic Management
Gap analysis involves comparing actual performance to desired performance in order to identify gaps and determine steps to improve current performance. It is a formal process of assessing what a company is currently doing versus where it wants to go in the future. Gap analysis can be used in any area of a business, such as sales, finance, operations, quality, and more, to identify gaps between the actual and desired state and determine how to bridge those gaps to help a company reach its full potential.
Strategic Management- HOFER’S PRODUCT -MARKET MATRIX and DIRECTIONAL POLICY M...
The document describes Hofers's product-market matrix, which plots a company's products across two dimensions: competitive position and market/industry stage of evolution. It identifies five strategic positions - A, B, C, D, and E - based on where a product falls in the matrix. Position A products have strong competitive positions in growing markets and deserve large investments to sustain leadership. Position B products are also in growing markets and need expansion strategies. Position C products have strong positions but are entering the shakeout stage. Position D products have average positions and can generate cash flow. Position E products are likely uncompetitive and should be considered for divestment.
Unit 5 CSM: Strategic Evaluation and Comtrol
The chapter comprises of Overview of Strategic Evaluation; Strategic Control; Techniques of Strategic Evaluation and Control. Evaluation of Strategic Alternatives - Product Portfolio Models, BCG Matrix, GE Matrix, Gap Analysis; Strategic Control System.
Strategic evaluation and control is the final phase in the process of strategic management. Its basic purpose is to ensure that the strategy is achieving the goals and objectives set for the strategy. It compares performance with the desired results and provides the feedback necessary for management to take corrective action.
According to Fred R. David, strategy evaluation includes three basic activities
(1) examining the underlying bases of a firm’s strategy,
(2) comparing expected results with actual results, and
(3) taking corrective action to ensure that performance conforms to plans. Sometime, the best formulated strategies become obsolete (outdated) as a firm’s external and internal environments change.
Strategic control is a type of “steering control”. We have to track the strategy as it is being implemented, detect any problems or changes in the predictions made, and make necessary adjustments. This is especially important because the implementation process itself takes a long time before we can achieve the results.
Strategic control is like an alarm long before the calamity can happen.
Operational control is the process of ensuring that specific tasks are carried out effectively and efficiently. The operational control aims at evaluating the performance of the organization. Most of the control system in organization are operational in nature. Some examples of operational control are : Budgetary control, Quality control, Inventory control, Production Control, Cost control etc.
Portfolio Model is a technique used to analyse organisations in relation to their environments
Portfolio (set, collection, assortment, range, group)
A business Portfolio may be any collection of brands/products, markets, branches /divisions, income generating assets, etc.
PA is usually applied to firms with multiple SBUs (more than one product/services, customer categories, markets , divisions)
Helps managers in taking decisions regarding which SBUs to allocate more or less resources to at a given strategic point in time
After portfolio analysis firm makes an informed strategic choice e.g.
To have a balanced portfolio (minimize risk and maximize return) of all portfolios
To actively deploy a retrenchment strategy
Issues in Corporate Governance
This document discusses key issues in corporate governance. It begins by defining corporate governance as the interaction between shareholders, the board of directors, and management in directing a company. It then lists 7 main issues: 1) Remuneration and rewarding of directors, 2) The board's responsibility for risk management and internal controls, 3) Reliability of financial reporting and external auditors, 4) Duties of directors, 5) Shareholders' rights and responsibilities, 6) Separation of the CEO and chairperson roles, and 7) Corporate social responsibility and business ethics. For each issue, it provides 1-2 paragraphs explaining the relevance and concerns around each topic.
Strategy formulation lecture notes
This document discusses various business strategy concepts including situational analysis (SWOT), mission/objectives, alternative strategies, and the impact of the internet. It provides details on SWOT analysis including its structure and uses. TOWS matrix is introduced as a variant that emphasizes external factors. Types of business strategies and the impact/benefits of internet on business are also summarized. Both positive and negative impacts of internet on business are outlined such as new competitors, security issues, and lost productivity.
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Chapter 1 conceptual framework for strategic management (2)
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This presentation slide is about Porter's Value Chain Analysis. This upload consists of the following topics:
Basic Introduction
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The document discusses various techniques for analyzing an organization's performance, including value chain analysis, quantitative analysis using financial ratios and non-financial metrics, comparative analysis against historical performance, industry norms, and benchmarks, and comprehensive analysis using tools like key factor rating, organizational capability profiling, and the balanced scorecard. Value chain analysis segments a company's activities into primary and support activities to understand where value is created. The balanced scorecard integrates financial and non-financial metrics across four perspectives: financial, customer, internal business processes, and learning and growth.
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OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
“ Value Chain Analysis (VCA) is a process where a firm identifies its primary and support activities that add to its final product and then analysis to reduce costs or increase differentiation.”
“ Value Chain represents the internal activities a firm engages in when transforming inputs into outputs.”
Organizational Appraisal is the process of monitoring an organization’s internal environment to identify strengths and weaknesses that may influence the firms ability to achieve GOALS. It include identifying strengths and weaknesses.
A document issued by a recognized agency, and dealing with design and safety requirements relating to a specific product.
EXAMPLES
The U.S. Occupational Safety and Health Administration (051-IA) and the American National Standards Institute (ANSI).
OSHA standards are generally legally binding for an employer,
while ANSI standards are generally of an advisory nature. set industry standards with input from industry representatives and consumers.
A measurement of the quality
of an organization's policies, products, programs, strategies, etc., and their comparison with standard measurements, or similar measurements of its peers.
Value chain analysis
Value chain analysis describes how a business is divided into primary and support activities and how these activities contribute to competitive advantage. Primary activities directly involve creating and delivering a product or service, like operations, marketing, and service. Support activities enable primary activities, such as procurement, human resources, and technology development. Michael Porter's model provides a framework to analyze each activity and determine how to focus on those providing the most value. The value chain has evolved as more businesses adopt service models rather than manufacturing.
Value chain analysis
Value chain analysis describes how a business is divided into primary and support activities and how these activities contribute to competitive advantage. Primary activities directly involve creating and delivering a product or service, like operations, marketing, and service. Support activities indirectly support primary activities, like procurement, human resources, and technology development. Michael Porter's model of value chain analysis provides a framework to examine how each activity creates value and where a business has competitive advantages or disadvantages.
Chapter 2 competing with it
Strategic IT involves using technology to gain a competitive advantage. A company can use IT to pursue strategies like cost leadership, differentiation, innovation, growth, and alliances. IT can help lock in customers and suppliers, create switching costs, raise barriers to entry, and leverage investments. Building customer focus means keeping detailed customer data, tailoring offerings, and providing value through channels like CRM. Value chain analysis identifies processes for improvement through reengineering, like automated warehouses and online ordering.
Workforce planning
Workforce planning involves identifying an organization's current and future human resource needs and ensuring the organization has the right number and type of employees, with the necessary skills, in the right places to support organizational objectives. It is an ongoing, iterative process that includes analyzing current workforce data, forecasting future needs, identifying gaps, and developing strategies and plans to address them. Effective workforce planning helps organizations avoid capacity shortfalls, reduce sourcing costs, develop competitive workforces, and retain top talent. It is closely linked to organizational strategy and objectives.
the value chain analysis
The document discusses value chain analysis. It defines a value chain as the series of activities that create and build value at every step within a company. A value chain consists of primary activities like operations, distribution, and sales, as well as support activities such as research and development and human resources. Value chains can be categorized as manufacturing-based, service-based, or a combination of both. Conducting value chain analysis helps companies identify which activities add the most value and how to improve competitive advantage.
value chain analysis.pdf
Value chain analysis identifies a firm's primary and support activities that add value to its products or services. The value chain depicts the internal activities involved in transforming inputs into outputs. It contains primary activities like inbound logistics, operations, outbound logistics, marketing and sales, and service, as well as support activities like procurement, technology development, human resource management, and firm infrastructure. Conducting a value chain analysis allows a firm to examine how each activity contributes to relative costs or customer willingness to pay to identify sources of competitive advantage.
Session 5 - Strategic Management.pptx.pdf
The document discusses analyzing a company's internal environment to identify its unique resources, capabilities, and core competencies that can provide competitive advantages. It defines internal environment, resources, capabilities, and core competencies. Resources include tangible assets and intangible factors like employee skills and reputation. Capabilities emerge from combining resources and allow firms to perform activities. Core competencies are rare, valuable capabilities that distinguish a firm and generate above-average returns. Conducting internal analysis helps firms understand what they can do well and what strategies they should pursue based on their internal strengths.
Assessing the internal environment of the firm
The document discusses assessing a firm's internal environment, including conducting SWOT and value chain analyses to evaluate strengths, weaknesses, and competitive advantages. It describes the primary and support activities in a value chain, such as inbound logistics, operations, outbound logistics, marketing and sales, service, technology development, and general administration. The document also covers assessing a firm's tangible, intangible, and organizational resources based on whether they are valuable, rare, difficult to imitate or substitute. Financial ratio analysis and stakeholder interests are mentioned as additional factors for internal assessment.
marketing_strategies_plans.
This document discusses marketing strategies and the value chain. It begins by explaining that companies now focus on fine-tuning the value delivery process to provide superior customer value. It then defines the value chain as identifying nine primary and support activities that create customer value. The document proceeds to describe each of the nine activities in detail. It concludes by discussing using the value chain to improve costs and performance, gain competitive advantages, and coordinate activities through strategic planning tools like the BCG matrix.
CHAPTER 3Assessing the Internal Environment of the FirmCopyr
CHAPTER 3
Assessing the Internal Environment of the Firm
Copyright Anatoli Styf/Shutterstock
1
Learning Objectives
After reading this chapter, you should have a good understanding of:
3-1 The primary and support activities of a firm’s value chain.
3-2 How value-chain analysis can help managers create value by investigating relationships among activities within the firm and between the firm and its customers and suppliers.
3-3 The resource-based view of the firm and the different types of tangible and intangible resources, as well as organizational capabilities.
3-4 The four criteria that a firm’s resources must possess to maintain a sustainable advantage and how value created can be appropriated by employees and managers.
3-5 The usefulness of financial ratio analysis, its inherent limitations, and how to make meaningful comparisons of performance across firms.
3-6 The value of the “balanced scorecard” in recognizing how the interests of a variety of stakeholders can be interrelated.
©McGraw-Hill Education.
2
The Importance of the Internal Environment
Consider. . .
Which activities must a firm effectively manage and integrate in order to attain competitive advantages in the marketplace?
Which resources and capabilities must a firm create and nurture in order to sustain a competitive advantage?
©McGraw-Hill Education.
What if two firms compete in the same industry and both have many strengths in a variety of functional areas: marketing, operations, logistics, etc.? However, one of these firms outperforms the other by a wide margin over a long period of time. How can this be? The value-creating activities that the firm manages well, and the bundles of resources and capabilities that the firm has created and nurtured over time are crucial to answering these questions.
3
Value-Chain Analysis
Value-chain analysis looks at the sequential process of value-creating activities.
Value is the amount buyers are willing to pay for what a firm provides.
How is value created within the organization?
How is value created for other organizations in the overall supply chain or distribution channel?
The value received must exceed the costs of production.
©McGraw-Hill Education.
SWOT is a good starting point, but it doesn’t give enough guidance regarding the specific action steps needed to enact strategic change. For instance, a firm may have a capability that is a strength, but that, by itself, cannot create or sustain competitive advantage. It’s too easy to become preoccupied with a single dimension or element of what is, essentially, a moving target…MORE analysis may be necessary, which is where the value chain comes in. Value-chain analysis = a strategic analysis of an organization that uses value-creating activities. Value is the amount that buyers are willing to pay for what a firm provides them and is measured by total revenue, a reflection of the price a firm’s product commands, and the quantity it can sell. A firm is profitabl ...
Operation Management
Operations management involves designing, operating, and controlling processes that transform inputs such as labor, materials, and capital equipment into goods and services for customers. It encompasses both manufacturing and services and plays a strategic role in competitive success by effectively managing productivity. Value chain management aims to create an integrated strategy across all members of the value chain to meet customer needs and maximize value. Current issues in operations include increased automation, quality initiatives like ISO certification and Six Sigma, and mass customization which uses flexible technology to provide customized products.
Applying Marketing Operations Best Practice Framework
How to accelerate your roadmap to marketing operations excellence to optimize return on marketing investment.
See https://ClearAction.com
Balanced scorecard-ppt
The document discusses managing corporate performance using a balanced scorecard approach. It introduces the balanced scorecard framework which includes four perspectives: financial, customer, internal business processes, and learning and growth. It then provides details on each perspective, including examples of strategic objectives and key performance indicators that could be used. The document also discusses how corporate scorecards can be cascaded down to create balanced scorecards at divisional and functional levels like HR, IT, finance, and marketing. Strategy maps are presented as a tool to translate strategies into objectives and measures across the four perspectives.
Value chain analysis & Organizational Appraisal
Here you can understand the value analysis ( Supportive activities and Primary activities ) and organizational appraisal.
Similar to 1. Porter's Value Chain Analysis (20)
CHAPTER 3Assessing the Internal Environment of the FirmCopyr
CHAPTER 3Assessing the Internal Environment of the FirmCopyr
Applying Marketing Operations Best Practice Framework
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1. Porter's Value Chain Analysis
- 1. Porter’s Value Chain Analysis www.noteslearning.com
- 2. Introduction ❑ Value chain represents the internal activities a firm engages in when transforming inputs into outputs. ❑ Value Chain Analysis (VCA) is a strategy tool used to analyze firm’s activities by recognizing which activities are the valuable to the firm and which ones needs to be improved. ❑ It involves identification of primary and supportive activities that add value to the final product. ❑ Michael Porter introduced Generic Value Chain Model in 1985. www.noteslearning.com
- 3. Porter’s Value Chain Analysis Firm Infrastructure (Financing, Planning, Investor Relation, Organizational Structure) Human Resource Management (Recruiting, Training, Compensating, Grievance handling) Technology Development (Product Design, Testing Facility, Market Research, Enterprise Resource Planning) Procurement Resources (Components, Machinery, Vendor, Advertisement, Services) Inbound Logistic Receiving Data Storing Inventory Control Transportation Scheduling Operations Manufacturing Assembly Testing Daily Operation Outbound Logistic Warehousing Order Fulfilment Dispatch Transportation Marketing And Sales Advertisement Selling Promotion Pricing Service Customer Service Upgrading Training M A R G I N S U P P O R T P R I M A R Y www.noteslearning.com
- 4. Primary Activities ▪ Inbound Logistics – Raw Material Handling and Warehousing ▪ Operations – Transforming Inputs into the Final Products ▪ Outbound Logistics – Warehousing and Distribution of Finished Goods ▪ Marketing & Sales – Communication, Pricing and Channel Management ▪ Services – Installation, Repair and After-Sales Support Primary activities are directly involved in transforming inputs into outputs and in delivery and after sales support. www.noteslearning.com
- 5. Value Chain of LLOYD AC. PRIMARY ACTIVITIES Inbound Logistics Operations Outbound Logistics Marketing and Sales Services & Support Manufacturing of A.C. into a finished product Transporting A.C.to Distributors and Wholesalers Purchase of Raw Material & Components ▪ Installation ▪ Repair ▪ After Sales Servicing ▪ Segmentation ▪ Targeting ▪ Branding ▪ Pricing ▪ Advertising ▪ Promotional Offers www.noteslearning.com
- 6. Porter’s Value Chain Analysis Firm Infrastructure (Financing, Planning, Investor Relation, Organizational Structure) Human Resource Management (Recruiting, Training, Compensating, Grievance handling) Technology Development (Product Design, Testing Facility, Market Research, Enterprise Resource Planning) Procurement Resources (Components, Machinery, Vendor, Advertisement, Services) Inbound Logistic Receiving Data Storing Inventory Control Transportation Scheduling Operations Manufacturing Assembly Testing Daily Operation Outbound Logistic Warehousing Order Fulfilment Dispatch Transportation Marketing And Sales Advertisement Selling Promotion Pricing Service Customer Service Upgrading Training M A R G I N S U P P O R T P R I M A R Y www.noteslearning.com
- 7. Support Activities ● Firm Infrastructure refers to an organization’s structure and its management, functions, planning, accounting, finance, quality-control mechanism. Firms infrastructure can be a powerful factor for competitive advantage. ● Procurement Resources refers to the function of purchasing inputs used in the firm’s value chain. This function adds value to the company by employing required inputs and effectively managing the firm’s cost. www.noteslearning.com
- 8. Support Activities ● Technology Development incorporates a wide range of technology-related activities to improve the product and the process. Technology development plays a prominent role in differentiating and having competitive advantage ● Human Resource Management consists of activities involved in recruitment, hiring, training, development, compensation of all type of human manpower. It supports both the primary activities and the entire value chain. www.noteslearning.com
- 9. ● Cost Advantage ● Competitive Advantage ● Profitability Need for Value Chain Analysis Value Chain Competitive Advantage Higher Profitability www.noteslearning.com
- 10. ● Firm Infrastructure ○ 800 plants over 200 countries and territories ○ Market Capitalization: $235.35 Billion ○ Advertisement : $5.8 Billion ○ Largest Distribution Network ● Procurement Resources ○ Coca-Cola Bottlers’ Sales and Service ■ Customer Business Solution : a data and service integrator of/for stakeholders ■ Procurement: Navigate external marketplace channels and categories and supplier insights to solve client needs. Support Activities: The Coca-Cola Company www.noteslearning.com
- 11. ● Technology Development ○ Product Innovation: Sugar free products, Greener packaging ○ Sustainable Innovation: “Zero-Waste Urban Environment” ○ Marketing Innovation: Digital Platform and Big Data Analysis for accessing customers choice and forming strategies accordingly. ● Human Resource Management ○ Payments and Rewards ○ Employee Engagement Programs ○ Trainings and Education ○ Performance management Support Activities: The Coca-Cola Company www.noteslearning.com