Value chain analysis презентация

VALUE THE VALUE IS THE TOTAL AMOUNT (i.e. TOTAL REVENUE) THAT BUYERS ARE WILLING TO PAY FOR A FIRM’S PRODUCTS. THE DIFFERENCE BETWEEN THE TOTAL VALUE (OR REVENUE) AND THE

Слайд 1Value chain analysis


Слайд 2VALUE
THE VALUE IS THE TOTAL AMOUNT (i.e. TOTAL REVENUE) THAT BUYERS

ARE WILLING TO PAY FOR A FIRM’S PRODUCTS.
THE DIFFERENCE BETWEEN THE TOTAL VALUE (OR REVENUE) AND THE TOTAL COST OF PERFORMING ALL OF THE FIRM’S ACTIVITIES PROVIDES THE MARGIN .
THE VALUE CHAIN IS A TOOL DEVELOPED BY DR. MICHAEL PORTER(HARVARD BUSINESS SCHOOL)



Слайд 3WHAT IS THE VALLUE CHAIN?
Porter’s definition includes all activities to

design, produce, market, deliver, and support the product/service.
The value chain is concentrating on the activities starting with raw materials till the conversion into final goods or services.
Two categories:
Primary Activities (operations, distribution, sales)
Support Activities (R&D, Human Resources)


Слайд 4TYPES OF VALUE CHAIN
Value Chain is categorized into types based on

the type of organizations.
Manufacturing based.
Service based.
Both manufacturing and service based.

Слайд 5WHAT IS VALUE CHAIN ANALYSIS?
Used to identify sources of competitive

advantage
Specifically:
Opportunities to secure cost advantages
Opportunities to create product/service differentiation
Includes the value-creating activities of all industry participants

Слайд 6VALUE CHAIN MODEL


Слайд 7TYPES OF FIRM ACTIVITIES
Primary activities:
Those that are involved in the

creation, sale and transfer of products (including after-sales service)
Inbound logistics
Operations
Outbound logistics
Sales and marketing
Service and support

Support Activities:
Those that merely support the primary activities
Human resources (general and admin.)
Tech. development/ IT
Procurement


Слайд 8VALUE CHAIN MODEL


Слайд 9PRIMARY ACTIVITIES
INBOUND LOGISTICS
CONCERNED WITH RECEIVING, STORING, DISTRIBUTING INPUTS (e.g. HANDLING

OF RAW MATERIALS, WAREHOUSING, INVENTORY CONTROL)
OPERATIONS
COMPRISE THE TRANSFORMATION OF THE INPUTS INTO THE FINAL PRODUCT FORM (E.G. PRODUCTION, ASSEMBLY, AND PACKAGING)
OUTBOUND LOGISTICS
INVOLVE THE COLLECTING, STORING, AND DISTRIBUTING THE PRODUCT TO THE BUYERS (e.g. PROCESSING OF ORDERS, WAREHOUSING OF FINISHED GOODS, AND DELIVERY)

Слайд 10PRIMARY ACTIVITIES
MARKETING AND SALES
Identification of customer needs and generation of

sales. (e.g. ADVERTISING, PROMOTION, DISTRIBUTION)
SERVICE -INVOLVES HOW TO MAINTAIN THE VALUE OF THE PRODUCT AFTER IT IS PURCHASED (e.g. INSTALLATION, REPAIR, MAINTENANCE, AND TRAINING)

Слайд 11VALUE CHAIN MODEL


Слайд 12SUPPORT ACTIVITIES
FIRM INFRASTRUCTURE
The activities such as Organization structure,

control system, company culture are categorized under firm infrastructure.
HUMAN RESOURCE MANAGEMENT
Involved in recruiting, hiring, training, development and compensation.
TECHNOLOGY DEVELOPMENT
These activities are intended to improve the product and the process, can occur in many parts of the firm.
PROCUREMENT
Concerned with the tasks of purchasing inputs such as raw materials, equipment, and even labor.

Слайд 13USES OF THE VALUECHAIN
The sources of the competitive advantage of

a firm can be seen from its discrete activities and how they interact with one and another.
The value chain is a tool for systematically examining the activities of a firm and how they interact with one another and affect each other’s cost and performance.
A firm gains a competitive advantage by performing these activities better or at lower cost than competitors.
Helps you to stay out of the “No Profit Zone”
Presents opportunities for integration
Aligns spending with value processes

Слайд 14VERTICAL LINKAGE
LINKAGES CAN ALSO EXIST OUTSIDE THE FIRM; FOR INSTANCE THERE

IS A LINKAGE BETWEEN A FIRM’S CHAIN AND THE VALUE CHAIN OF ITS SUPPLIERS AND CHANNELS.

e.g. THE ACTIVITIES OF THE RAW MATERIALS SUPPLIERS AFFECT THE ACTIVITIES OF THE FIRM. SIMILARLY, THE ACTIVITIES OF THE DISTRIBUTOR ALSO AFFECT THE FIRM.

Слайд 15 APPLYING THE VALUE CHAIN TO AN INDUSTRY
THE VALUE CHAINS OF

THE DIFFERENT FIRMS WITHIN AN INDUSTRY VARY FROM ONE ANOTHER.
IN FACT, THE DIFFERENCES IN THE VALUE CHAINS AMONG THE DIFFERENT INDUSTRY PLAYERS PROVIDE THE SOURCE OF COMPETITIVE ADVANTAGES BETWEEN THESE PLAYERS.

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