Value chain analysis
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Value Chain Analysis as a Strategic Management Tool The presentation introduces value chain analysis as a tool to identify core competencies, recognize competitive advantages, and assess opportunities for integrating activities. It defines Michael Porter's value chain model and discusses how value chains have evolved today. Examples are provided to illustrate how value chain analysis can inform strategic decisions. Finally, frameworks are outlined for conducting internal analyses, assessing competitive dynamics, and segmenting markets to apply value chain insights.
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The document is a presentation on value chain analysis as a strategic management tool. It discusses value chain analysis as a way to identify core competencies, recognize competitive advantages, and assess opportunities for improving internal processes. The presentation covers Porter's value chain model, examples of value chain analyses, using value chain analysis to evaluate competitive advantages through assessing costs, differentiation strategies, and vertical linkages. It also provides frameworks for applying value chain analysis, including analyzing industry competition and a company's core competencies, product segments, and generic strategies.
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.
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The document discusses Bose Corporation's JIT II program with its suppliers. It recommends that Bose should continue with the JIT II approach rather than become vertically integrated. The JIT II program involves suppliers sending representatives to work as buyers within Bose plants. This provides benefits like reduced costs, improved communication between Bose and suppliers, and faster response to scheduling changes. The program streamlines the procurement process and allows for stronger supplier alliances. Both Bose and its suppliers see continued benefits from the unique JIT II arrangement years after its implementation.
BOSE
Bose is an American privately held company known for high-quality audio equipment. It was founded in 1964 and is headquartered in Massachusetts. Bose pioneered technologies like noise-canceling headphones and Acoustic Waveguide speaker systems. While known for home audio products, it also provides commercial audio-visual solutions. Bose has a strong brand image but also receives some criticism for its premium pricing. It aims to provide superior sound quality and performance through extensive research and development efforts.
Bose corporation
Bose Corporation is introducing a Just-in-Time II (JIT II) procurement program to reduce costs and strengthen supplier relationships. Under the JIT II program, key suppliers will place representatives in Bose manufacturing plants to better coordinate inventory levels and deliveries. This is expected to lower procurement costs through reduced paperwork, less inventory, and more on-time shipments. However, vendors may be hesitant to agree due to sharing confidential information and ceding some control. Bose will need to clearly outline the long-term benefits for both companies and implement safeguards to address vendors' concerns in order to successfully adopt the JIT II approach.
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Value chain analysis
Value chain analysis is a tool used to identify sources of competitive advantage. It examines a firm's activities and how they interact and affect costs and performance. Michael Porter developed the value chain model which divides a firm's activities into primary and support activities. Primary activities directly involve creating and delivering a product. Support activities provide inputs for primary activities. Tata Motors' value chain includes long-term supplier contracts, efficient manufacturing processes, a large dealer network, and investments in research and development. Analyzing a firm's value chain can reveal opportunities to lower costs or differentiate products compared to competitors.
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The document discusses sources of competitive advantage and how to sustain them. It identifies four main sources: structural advantage through economies of scale; strong frontline execution; insight and foresight to anticipate changes; and lower costs. It also discusses differentiation and analyzing value chains to understand customer needs and find unique ways to meet them better than competitors. Sustaining advantage requires designing strategy for robustness against threats like imitation and substitution, and having an agile organization that can learn and adapt over time.
Centralized Sourcing Strategy
The document introduces a new centralized sourcing strategy and model. It outlines objectives to streamline sourcing processes, ensure cost effectiveness, and align the sourcing model with company initiatives. The sourcing centralization process is divided into three phases - Visualize, Formulate, and Deploy - to optimize tools, define strategies, and promote continuous improvement. Accomplishments so far include implementing the new model across regions, educating teams on sourcing methods, and identifying opportunities to enhance diversity.
Aligning Arc And Strategy
The document discusses various frameworks for analyzing a firm's strategy, including:
1) PEST analysis to evaluate political, economic, social, and technological factors impacting an industry.
2) Porter's 5 forces analysis to assess competitive intensity and threats from new entrants, substitutes, buyers, and suppliers.
3) The McKinsey 7S framework to align a firm's structure, systems, skills, shared values, staff, style, and strategy.
4) Value chain analysis to understand a firm's primary and support activities for creating value.
Mtm11 white paper value chain analysis
Value chain analysis (VCA) is a method used to identify a company's potential sources of competitive advantage. It examines the range of activities involved in creating and delivering a product or service, including inbound logistics, operations, outbound logistics, marketing and sales, and services. VCA involves mapping a company's value chain, analyzing costs and differentiation within each activity, and comparing the company to competitors. The goal is to find ways to reduce costs or create greater customer value at each stage in order to strengthen competitive position.
porter.pptx
Levels of strategy exist at the corporate, SBU, and functional levels. Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. It is the dynamic process of realizing organizational strategic intent through strategies that are formulated, implemented, and controlled.
The strategic management process has four phases - establishing strategic intent, formulating strategies, implementing strategies, and evaluating strategies. Porter's five forces model analyzes industry competition and includes factors like rivalry, potential entrants, substitutes, suppliers, and buyers. Benchmarking identifies best practices from other organizations to improve performance. The triple bottom line expands performance measurement to include social and environmental impacts, not just financial measures.
Internal business environment
The document discusses various approaches for analyzing an organization's internal environment, including:
- SWOT analysis to identify strengths, weaknesses, opportunities, and threats
- Value chain analysis to examine primary and support activities
- Resource-based view to assess resources, capabilities, and distinctive competencies
It emphasizes the importance of internal analysis in understanding an organization's resources and competitive advantages. Managers can use these approaches to discover potential sources of competitive advantage and inform strategic decision-making.
Operations Strategy Handbook
The world is changing – how about your Operations Strategy?
The world is changing rapidly – same goes for your customers and suppliers. You are required to constantly improve your operations. Is optimising your current operating model sufficient or do you need to rethink?
A great Operations Strategy is what makes the sum of all operational capabilities of your business a competitive advantage.
Does your Operations Strategy fit in relation to environmental changes or changes in future customer demand?
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This document discusses developing marketing strategies and plans. It begins by outlining the traditional physical process sequence for making and selling products versus the value creation and delivery sequence in marketing. It then discusses various aspects of the value creation process including choosing customer segments, value positioning, product development, and communicating value to customers. The document also covers related topics like the value chain, core competencies, strategic planning, growth strategies, opportunity/threat matrices, and the Boston Consulting Group growth-share matrix.
Group 9
1. The document discusses how companies can pursue growth through service offerings rather than just products. It argues that companies should redefine their markets based on customer activities and outcomes.
2. A framework is presented for analyzing service opportunities which involves mapping customer activities, relating this to a service-opportunities matrix, and assessing risks with a mitigation matrix.
3. The service-opportunities matrix identifies four types of growth: temporal expansion, spatial expansion, temporal reconfiguration, and spatial reconfiguration. This framework helps companies determine where to focus growth from new service offerings.
Assessing the value of the supply chain
Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change.
Internal analysis
The document discusses methods for evaluating a company's internal resources and capabilities. It describes conducting an internal environmental scan to assess strengths and weaknesses. Three main methods are outlined: resource/capabilities analysis, value chain analysis, and McKinsey 7S framework. The value chain analysis examines primary and support activities to analyze costs. The 7S framework analyzes seven internal elements: strategy, structure, systems, shared values, style, staff, and skills. Conducting an internal analysis can help a company leverage its core competencies and develop sustainable competitive advantages.
Value chain strategy 180315
This document outlines a strategy development process for a value chain. It begins with understanding the current situation through surveys and profiling. Key findings are analyzed to define value chains, competitive strategies, and financial opportunities. Future state processes, performance metrics, and management processes are designed. A continuous improvement roadmap is developed and executive support/launch occurs. The goal is to create an aligned, integrated organization that understands value, controls delivery of value, and innovates to improve and create new levels of business performance.
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.
Value Creation
This document discusses driving customer value and loyalty through understanding value creation. It begins by outlining the objectives of identifying a firm's value chain, evaluating the firm using Porter's Value Chain model, explaining value generation, and the importance of loyalty. It then defines value, explains how to understand customers to identify what they value, and that value is co-created through interaction between buyers and sellers. The document introduces Porter's Value Chain and its primary and support activities. It discusses using key success factors to analyze industries and positioning a firm in its value system of suppliers and buyers. The value chain and system can be used to understand a firm's operations and identify strengths/weaknesses. Creating value leads to greater customer loyalty and improved profitability
The ways of SCM transformation in the main competitive advantage of the company
Strategic sourcing is a systematic process of analyzing spending data, both internally and externally, to develop an optimal supplier strategy. The goals are to reduce costs, improve quality, increase ROI, and facilitate just-in-time delivery. The classic strategic sourcing process involves 7 steps: 1) identifying commodity groups, 2) developing a sourcing strategy, 3) generating a supplier portfolio, 4) implementing the strategy, 5) managing negotiations, 6) operational integration, and 7) continuous benchmarking and market monitoring. This ensures strategic sourcing remains an ongoing process that adapts to changes in the supply market.
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Ce Workshop Operationalizing Voc Across The Customer Experience
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The ways of SCM transformation in the main competitive advantage of the company
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Customer Behavior Analytics of Shopping
This document discusses segmentation of shopping behavior through a case study of Pantaloons retail. It identifies different shopper segments based on demographics and motivations for buying. Key segments include authoritative women, variety seekers, budget conscious men, and family buyers. The customer journey is mapped from search to purchase. Factors influencing different stages include store location, displays, salespeople, and after-sales service. The conclusion recommends tailored marketing mixes to attract different segments based on their lifestyles and shopping personalities. Rural areas in India also provide potential for retail growth given the large rural population.
Sahiljain pgcm4 1429-imc-campaign2
Heinz launched a "Get Well" soup campaign in October 2011 to build its online presence and offer personalized cans of soup. The campaign aimed to engage users, raise awareness of Heinz soup, and allow people to cheer loved ones who were ill by sending a personalized can of soup and donating to a children's charity. Through a YouTube video and promotions on its Facebook page, Heinz encouraged users to send, share, and donate soup cans with personalized messages during winter when people are more likely to fall ill. The campaign was highly successful, gaining over 75,000 new Facebook fans, 136,000 user engagements, and over 124,000 video views.
Old spice Brand Evaluation
Old Spice was founded in 1934 and was initially marketed to men and later women. It was acquired by Procter & Gamble in 1990. In 2012, Old Spice replaced its iconic clipper ship logo with a yacht logo and shifted its target demographic to younger consumers. Its 2010 "The Man Your Man Could Smell Like" viral video campaign featuring Isaiah Mustafa generated over 10 million views and significantly increased sales and brand awareness on social media. The campaign repositioned Old Spice's brand identity from a mature family brand to one that appeals to a younger demographic focused on confidence and performance.
EPIC CONTENT MARKETING
This document discusses content marketing and its history and benefits. It defines content marketing as creating and distributing valuable content to attract and engage target audiences to drive customer action. Content marketing uses owned media to attract and retain customers by consistently creating and curating content.
The document outlines some key differences between social media and content marketing, noting that social media focuses on platforms while content marketing centers on longer form content on websites. It also provides objectives for each.
A brief history of content marketing is given, noting some early examples from 1895 to 1922. Reasons why content marketing is effective are described. The document concludes with discussing a content marketing maturity model and how content marketing can tell different stories to break through clutter and win more customers
Sam+walton
1. Sam Walton founded Walmart and built it into the largest retailer in the world through his focus on low prices, customer service, and treating employees like partners.
2. He started small, learning from his experiences running variety stores and seeing the potential of discount retailing.
3. Walton emphasized communicating with employees, exceeding customer expectations, and controlling expenses to offer the lowest prices. He grew the company gradually while maintaining its culture.
How to have a beautiful mind
This document discusses how to have a beautiful mind according to Edward De Bono's methods of parallel thinking and the six thinking hats. It provides ways to agree, disagree, listen, differ and respond effectively in discussions. These include seeking agreement rather than pretending, disagreeing politely, listening to understand rather than waiting to speak, exploring differences respectfully, and jointly working to extend and modify ideas. Questions, alternatives, emotions, knowledge and attitudes are keys to interaction, and a beautiful mind is one that is interesting, engaging and able to think creatively.
Digital marketing
Listerine developed a campaign strategy during the 2014 FIFA World Cup to increase sales using digital advertisements on social media platforms like Facebook and Twitter, as well as television media. Their social media and digital advertisements were successful, as sales increased from $18.5 billion in 2013 to $19.5 billion for the same quarter in 2014.
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Economic Risk Factor Update: June 2024 [SlideShare]
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
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New standard for reporting sustainability on lines of tcfd
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Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.2. Elemental Economics - Mineral demand.pdf
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
University of North Carolina at Charlotte degree offer diploma Transcript
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Independent Study - College of Wooster Research (2023-2024)
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
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1. Elemental Economics - Introduction to mining.pdf
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
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How Does CRISIL Evaluate Lenders in India for Credit Ratings
Value chain analysis
- 1. Value Chain Analysis Presentation by Group A: Abhishek, Pankaj, Raj, Rohitashw, Sahil Presented to Prof. Siddharth Bose
- 2. Value Chain Analysis as a Strategic Management Tool 2 Learning Outcomes • Awareness of Value Chain Analysis (VCA) • Align VCA to goals, strategies & objectives • Assessing competitive advantage through VCA • Applying VCA through strategic frameworks
- 3. Value Chain Analysis as a Strategic Management Tool 3 What’s Value Chain? “internal processes or activities to design, produce, market, deliver and support the product” History of the company, strategy and its implementation and the economics of the activities C u s t o m e r V a l u e Primary Activities Support Activities Firm Infrastructure Human Resources Management Technology Development Procurement Inbound & Outbound Logistics Opera tions Marke ting & Sales Service
- 4. Value Chain Analysis as a Strategic Management Tool 4 Special slide – Today’s Value Chain Firm Infrastructure Human Resources Management Technology Development R&D Supply Chain Marketing & Branding Sales Firm Infrastructure Human Resources Management Technology Development Procurement Inbound & Outbound Logistics Opera tions Marketing & Sales Service Primary Activities Support Activities Primary Activities Support Activities Old perception Modern perception
- 5. Value Chain Analysis as a Strategic Management Tool 5 Why Value Chain Analysis? Identify Core Competence Recognise Competitive Advantage Impetus on Forward or Backward integration
- 6. Value Chain Analysis as a Strategic Management Tool 6 Examples of VCA and its output (1) Filling Transport Retail Customers • Make Container on site • Tetra Pak specialized equipment • No reefer vehicles • No space in filling & Packaging • Low store handling • Less space required • Longer shelf life • Easy access
- 7. Value Chain Analysis as a Strategic Management Tool 7 Examples of VCA and its output (2) Value Chain IKEA’s Choice Design Simple, high quality, low cost Parts Standard, Common size, Global Assly By the customer Stock Computerized network Mktg Scandinavian Image Display Focus on design and not pieces
- 8. Value Chain Analysis as a Strategic Management Tool 8 Assessing Competitive Advantage
- 9. Value Chain Analysis as a Strategic Management Tool 9 The three tiers of VCA Internal Cost Analysis Internal Differentiati on Analysis Vertical Linkages Analysis
- 10. Value Chain Analysis as a Strategic Management Tool 10 Internal Cost Analysis Cost Factors Why costs differ? Why swings in profitability? Efficiencies and inefficiencies Competitor’s costs Nature and source of advantage
- 11. Value Chain Analysis as a Strategic Management Tool 11 Internal Differentiation Analysis Identify Value Creating Processes Evaluate differentiation strategies Determine the best sustainable points of differentiation
- 12. Value Chain Analysis as a Strategic Management Tool 12 Vertical Linkage Analysis Align industry value chain to resources that create value Diagnose the cost drivers for each value-creating process Determine Opportunities for sustainable competitive advantage
- 13. Value Chain Analysis as a Strategic Management Tool 13 Strategic Framework for VCA
- 14. Value Chain Analysis as a Strategic Management Tool 14 Industry Analysis Intensity of competition Bargaining power of suppliers Threat of new entrants Threat of substitute Bargaining power of buyers Customer concentration Cost of switching suppliers The no. of alternative suppliers Uniqueness of service; Power Balance Substitute Performance Cost of change Cost of advantage Rate of profit may fall COMPETITION Quality differences Cost of leaving market
- 15. Value Chain Analysis as a Strategic Management Tool 15 Core Competence Analysis (CCA) • Superior integration of technological, physical and human resources • Can it be leveraged? • Does it enhance customer value? • Can it be imitated? Hard to Imitate Focused on End-userScalable
- 16. Value Chain Analysis as a Strategic Management Tool 16 Segment Analysis Segmentation Matrix Analyze Segment attractiveness Identify Segment variables Identify key factors for each segment Analyze broad and narrow segment scope Product lines, Type of customer Channels of distribution and region/geography Evaluate Profitability Consider Interrelationship among segments Quality, delivery, customer satisfaction, market share, profitability ROI as a measure of success Matching of a firm’s resources with the market Sharing costs
- 17. Value Chain Analysis as a Strategic Management Tool 17 Segmentation Matrix
- 18. Value Chain Analysis as a Strategic Management Tool 18 Generic Strategies Relative Differentiation Position Relative cost Advantage
- 19. Value Chain Analysis as a Strategic Management Tool 19 Limitations • Oriented towards manufacturing business • Few experts to use it • Lack of information available • Less of strategic impact
- 20. Value Chain Analysis as a Strategic Management Tool 20 Challenges • Bring the importance of customer value to the forefront of managements • Designing internal and external information systems • Adequate information system • Requires expertise in internal operations and information • Cooperation of all managers