Value Chains
Porter (1985) introduced the concept of "physical" value chain.
According to Porter (1985), by understanding and analyzing physical value chain, a business can uncover strategically relevant activities -- purchase of raw material, design, manufacture, market, and support of the products or services it sells -- for adding value to the customers.
A physical value chain consists of five core activities: inbound logistic, operations, outbound logistics, marketing & sales, and services, and four support activities: firm infrastructure, human resources management, technology development, and procurement.
The extent to which a company is able to reduce or eliminate redundant activities and hand-offs in carrying out different tasks in the physical value chain processes determines its capability in responding to customers' specific demands and expectations in quick time. By improving its internal business activities, a company can not only meet customers' demands in products and services quickly but also offers additional values to customers (Kotler, 1972).
In the following discussion, we discuss the value chains of the Wal-Mart. Wal-Mart has several distribution centers nationwide. These include nine grocery distribution centers and two import distribution centers. The vast number of items and the need to frequently order perishable items at its stores makes it necessary to have its distribution operations highly automated.
Wal-Mart uses computers to directly link to all its vendors for faster delivery time. Operations at Wal-Mart are built so that Wal-Mart can offer every day low prices. This has been the main competitive area that Wal-Mart has been able to execute so successfully.
It has built success into its business strategy by driving down costs in all aspects of the business. This encompasses the goal as the low cost provider in the market, thus working efficiently on the marketing link of the...
Business Value Chain Management In 1985, Michael Porter published Competitive Advantage: Creating and Sustaining Superior Performance. In this book, he described how organizations can achieve competitive advantage in their industries. Porter's focus in this book was not on an overall competitive strategy, but on what organizations needed to do on a daily basis to achieve results. As Porter (3) stated, "My aim is to build a bridge between strategy and implementation." To
Supply Chain Management Hypothesis defined Concepts of SCM and the evolution to its present day form Critical factors that affect SCM Trust Information sharing and Knowledge management Culture and Belief -- impact on SCM Global environment and Supply Chain management "Social" and "soft" parameter required for SCM Uncertainties This chapter aims to give an outline and scope of the study that will be undertaken in this work. The study lays out the issues faced by manufacturing organizations when it comes
Specifically the use of information technology can be used to streamline communications, enforce business rules, manage knowledge, etc. It can either make existing processes more efficient or enable processes that hitherto were impossible if attempted manually or with archaic technology. The scope of enablement includes internal functional areas as well as the external value chain comprised of vendors and customers. In general, Functions it can help in Permitting communication
4). 2.4 Effects of Environment: Concerns related to carbon emission were heightened in mid-2000s and in 2007 Al-Gore in his book 'An inconvenient Truth' condemned the big three saying "They keep trying to sell large, inefficient gas-guzzlers even though fewer and fewer people are buying them." In comparison to other developed countries in Europe and Asia, American standard for distance covered in one U.S. gallon was only 25 mpg (miles per gallon).
furnishes a literature review of five strategic management viewpoints, that include Porter's (1980) Generic Strategies, Porter's (1980) Five Forces, Porter's (1985) Value Chain Analysis and Bowman and Faulkner's (1997) Bowman's Strategy Clock. This paper has made use of UK's Tesco supermarket retailer for case study. The analysis of Tesco using Porter's Generic strategies revealed that Tesco's generic strategy needs to be cost leadership given that they can successfully differentiate
The trainer will then focus on the steps to be taken to develop new skills. For example, if the trainer wants to talk about motivating, leading, negotiating, selling or speaking, it is best to start with what the learners do well before showing some chart on Maslow's theory, Posner's leadership practices, or selling skills from some standard package that has been develop elsewhere. Many foreign trainers make grave errors
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