This document discusses several concepts related to business analysis:
- Porter's Value Chain which evaluates the value added by each activity in a company's processes. It argues competitive advantage comes from effectively managing linkages between activities.
- Porter's Five Forces model which analyzes competition within an industry based on five competitive forces.
- Net Present Value (NPV) which discounts forecasted cash flows to calculate if a project is worth undertaking based on whether NPV is positive, negative, or zero.
- Internal Rate of Return (IRR) which is the discount rate that makes an investment's NPV equal to zero, and can be used to evaluate mutually exclusive projects.
Reference : Schilling, Melissa A. 2017. Strategic Management Of Technological Innovation. New York : McGraw-Hill Education.
http://sif.uin-suska.ac.id/
http://uin-suska.ac.id/
Reference : Schilling, Melissa A. 2017. Strategic Management Of Technological Innovation. New York : McGraw-Hill Education.
http://sif.uin-suska.ac.id/
http://uin-suska.ac.id/
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(Michael Porter in his book "Competitive Advantage: Creating and Sustaining superior Performance" (1985).It evaluates which value each particular activity adds to the organizations products or services.
This idea was built upon the insight that an organization is more than a random compilation of machinery, equipment, people and money.
Only if these things are arranged into systems and systematic activates it will become possible to produce something for which customers are willing to pay a price.
Porter argues that the ability to perform particular activities and to manage the linkages between these activities is a source of competitive advantage.
The value chain as described by Porter (1985) can be grouped into :
Activities in the demand value chain
Supply value chain
and the support activities for demand and supply
The Porter’s Value Chain Analysis focuses on the systems and activities with customers as the central principle rather than on departments and accounting expense categories.
Erp and value chain management presentation priyansh kesarwaniPriyansh Kesarwani
Erp and value chain management presentation made by priyansh kesarwani
ERP, or enterprise resource planning, is a modular software system designed to integrate the main functional areas of an organization's business processes into a unified system.
An ERP system includes core software components, often called modules, that focus on essential business areas, such as finance and accounting, HR, production and materials management, customer relationship management (CRM) and supply chain management. Organizations choose which core modules to use based on which are most important to their particular business.
The value chain as described by Porter (1985) can be grouped into :
Activities in the demand value chain
Supply value chain
and the support activities for demand and supply
The value chain as described by Porter (1985) can be grouped into :
Activities in the demand value chain
Supply value chain
and the support activities for demand and supply
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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Send your semester & Specialization name to our mail id :
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or
Call us at : 08263069601
(Michael Porter in his book "Competitive Advantage: Creating and Sustaining superior Performance" (1985).It evaluates which value each particular activity adds to the organizations products or services.
This idea was built upon the insight that an organization is more than a random compilation of machinery, equipment, people and money.
Only if these things are arranged into systems and systematic activates it will become possible to produce something for which customers are willing to pay a price.
Porter argues that the ability to perform particular activities and to manage the linkages between these activities is a source of competitive advantage.
The value chain as described by Porter (1985) can be grouped into :
Activities in the demand value chain
Supply value chain
and the support activities for demand and supply
The Porter’s Value Chain Analysis focuses on the systems and activities with customers as the central principle rather than on departments and accounting expense categories.
Erp and value chain management presentation priyansh kesarwaniPriyansh Kesarwani
Erp and value chain management presentation made by priyansh kesarwani
ERP, or enterprise resource planning, is a modular software system designed to integrate the main functional areas of an organization's business processes into a unified system.
An ERP system includes core software components, often called modules, that focus on essential business areas, such as finance and accounting, HR, production and materials management, customer relationship management (CRM) and supply chain management. Organizations choose which core modules to use based on which are most important to their particular business.
The value chain as described by Porter (1985) can be grouped into :
Activities in the demand value chain
Supply value chain
and the support activities for demand and supply
The value chain as described by Porter (1985) can be grouped into :
Activities in the demand value chain
Supply value chain
and the support activities for demand and supply
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Value Chain Analysis is a strategy used to analyze the company's internal activities. In other words, by looking at internal activities, the analysis reveals where a company's competitive advantage or deficiencies are.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
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2
4. Value Chain
It evaluates which value
each particular activity adds
to the organizations products
or services.
This idea was built upon the
insight that an organization is
more than a random
compilation of machinery,
equipment, people and
money.
Only if these things are
arranged into systems
and systematic activates it
will become possible to
produce something for
which customers are willing
to pay a price.
Porter argues that the
ability to perform particular
activities and to manage
the linkages between these
activities is a source of
competitive advantage.
(Michael Porter in his book "Competitive Advantage:
Creating and Sustaining superior Performance"
(1985).
4
6. Primary Activities
Inbound Logistics: Here goods are received from a company's
suppliers. They are stored until they are needed on the
production/assembly line. Goods are moved around the
organization.
Operations:This is where goods are manufactured or
assembled. Individual operations could include room service
in an hotel, packing of books/videos/games by an online
retailer, or the final tune for a new car's engine.
Outbound Logistics:The goods are now finished, and they need
to be sent along the supply chain to wholesalers, retailers or
the final consumer.
Marketing and Sales: In true customer orientated fashion, at this
stage the organization prepares the offering to meet the
needs of targeted customers. This area focuses strongly
upon marketing communications and the promotions mix.
Service: This includes all areas of service such as installation,
after-sales service, complaints handling, training and so on.
6
7. Support Activities
Procurement :This function is responsible for all purchasing of
goods, services and materials. The aim is to secure the lowest
possible price for purchases of the highest possible quality.
Technology Development :Technology is an important source
of competitive advantage. Companies need to innovate to reduce
costs and to protect and sustain competitive advantage. This
could include production technology, Internet marketing activities,
lean manufacturing, Customer Relationship Management (CRM),
and many other technological developments.
Human Resource Management (HRM) :Employees are an
expensive and vital resource. An organization would manage
recruitment and selection, training and development, and rewards
and remuneration.
Firm Infrastructure :This activity includes and is driven by
corporate or strategic planning. It includes the Management
Information System (MIS), and other mechanisms for planning
7
8. Margin
Margin’ implies that organizations realize a profit
margin that depends on their ability to
manage the linkages between all activities in
the value chain.
organization is able to deliver a product / service
for which the customer is willing to pay more
than the sum of the costs of all activities in the
value chain.
8
11. Porter’s five force analysis is a
framework that attempts to analyze the
level of competition within an industry
and business startegy development by
michael E. Porter 1980 it determines
the competive. It also determines the
ultimate profit potential of the industry
11
13. Cash flows of the investment project should
are forecasted based on realistic assumptions
Appropriate discount rate are identified to
discount the forecasted cash flows
Present value of cash flows is calculated using
the oppurtunity cost of capital as the discount
rate
Net Present Value
13
14. Accept the project when NPV is positive NPV=0
Reject the project when NPV is negative NPV<0
May accept the project when NPV is zero NPV=0
NPV=C*(PVF)-i
In the above formula:
C is the cash inflow expected to be received each period
PVF is the present value factor
I is the initial investment
14
16. Internal rate of return
Discount rate that makes NPV = 0
Accept if IRR > required return
Same decision as NPV with
conventional cash flows
Unreliable with:
Non-conventional cash flows
Mutually exclusive projects
MIRR = better alternative
16
17. Multiples IRR
✖ Descartes Rule of Signs
✖ Polynomial of degree n→n roots
When you solve for IRR you are solving for the root of an
equation
1 real root per sign change
Rest = imaginary (i2 = -1)
17
0
)IRR1(
CFn
0t
t
t