Value chain
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A value chain consists of interconnected activities that add value and competitive advantage as inputs are converted to outputs. It typically includes inbound logistics, operations, outbound logistics, marketing and sales, and after-sales service, supported by purchasing, R&D, human resources, and infrastructure. Value chains are supported by demand and supply chain business models and manage transactions between multiple enterprises by delivering products from producers to end users. They must manage relationships with customers and direct sales as well as channel partners and suppliers using different management approaches.
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Corporate value chain analysis
Value chain analysis examines the activities within a company involved in producing and delivering a product or service. It looks at the linked set of activities from raw materials to the final customer. An industry value chain looks at a firm's primary activity and area of expertise within an industry. A corporate value chain analysis examines each product line's value chain to identify strengths and weaknesses, analyzes linkages within each product line, and evaluates potential synergies among different product lines.
Chapter Two: Value Chain
The document discusses the value chain concept, including its history, definitions, benefits, advantages, and disadvantages. A value chain is a model that views a business as a series of activities that collectively create and deliver a product or service. It analyzes the activities a company engages in to create value for its customers. Managing the value chain effectively can help companies create competitive advantages through cost leadership or differentiation. However, some find the concept difficult to apply in practice due to the complexity of modern business operations and lack of structured data.
Porter's value chain (RICHARD CHALAMILA)
Porter's value chain model analyzes a company's activities and links them to competitive advantage. It evaluates the value added by each activity in a company's processes of primary activities like operations, logistics, marketing and service, as well as support activities such as procurement, human resources and technology. Competitive advantage comes from performing these activities and managing the connections between them better than competitors.
Chapter 6 value chain
The document discusses the concept of a value chain, which refers to the series of activities involved in converting raw materials into a finished product delivered to customers, and includes both upstream supply chain activities and downstream distribution activities. It also covers the primary and secondary activities within a value chain, such as inbound logistics, operations, outbound logistics, marketing and sales, and services. Finally, it discusses how value chains can be improved through strategies like adopting e-business technologies, simplifying processes, and focusing on customer needs.
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Value chain analysis examines the activities within a company involved in producing and delivering a product or service. It looks at the linked set of activities from raw materials to the final customer. An industry value chain looks at a firm's primary activity and area of expertise within an industry. A corporate value chain analysis examines each product line's value chain to identify strengths and weaknesses, analyzes linkages within each product line, and evaluates potential synergies among different product lines.
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Activities in the demand value chain
Supply value chain
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Value chain
- 1. value chain Definition Interlinked value-adding activities that convert inputs into outputs which, in turn, add to the bottom line and help create competitive advantage. A value chain typically consists of (1) inbound distribution or logistics, (2) manufacturing operations, (3) outbound distribution or logistics, (4) marketing and selling, and (5) after-sales service. These activities are supported by (6) purchasing or procurement, (7) research and development, (8) human resource development, (9) and corporate infrastructure. Value chain (Business Edition) Value chains are supported through two business models: demand chain and a supply chain; WebSphere Commerce supports the transactions through, and relationship management of both the demand chain business model and supply chain business model. Value chains support transactions involving multiple enterprises or parties. Products, goods, services, or information are delivered through the parties of the value chain from producers to end users. A value chain also has relationship and administrative aspects, that is, you can manage the relationship of the partners or enterprises in your value chain, as well as offer some administrative services to those parties. As a result, value chains must manage the two sides of their businesses: their customers and direct sales, and their channel partners and suppliers. Each requires its own management channels and practices. To sell directly to customers (direct sales), value chains usually include a storefront, where customers can purchase their goods or services directly. To manage relationships with partners or suppliers, the demand chain and a supply chain models within the value chain include a hub. Under these models, value chain administrators can administer the operational aspects of the value chain in the hub, including enabling partners or suppliers to participate in the value chain by registering them, setting them up, and conducting various operations. Partners and suppliers can also access the hub to complete administrative tasks such as registering users. The following diagram provides an overview of the partners and relationships that can be supported in value chains.