...A CONCEPTUAL VALUE CHAIN MODEL FOR ORIGIN ENERGY 13 Table of Contents EXECUTIVE SUMMARY _____________________________________________________________ c 1 Introduction __________________________________________________________________ 1 2 Background __________________________________________________________________ 2 2.1 Background of Origin Energy ___________________________________________________ 2 3 Literature Review________________________________________________________________ 3 3.1 Supply Chain Management _____________________________________________________ 3 3.2 Quality Improvement Models and Gap Analysis ____________________________________ 4 3.3 Lean and Six Sigma Technology ________________________________________________ 5 4 Discussion & Analysis ____________________________________________________________ 6 4.1 Supply Chain of Origin Energy _________________________________________________ 6 4.2 SWOT Analysis for Origin Energy _______________________________________________ 7 4.3 Supply Chain Operations Reference (SCOR) Model _________________________________ 9 4.4 Conceptual Improvement Model for Supply Chain Management ______________________ 12 4.4.1 Introduction ____________________________________________________________ 12 4.2.2 Assumptions: ___________________________________________________________ 13 4.3.3 Supply Chain Conceptual Improvement Model (SCCIM) _________________________ 13 4.2.4 Key Benefits of the model _________________________________________________...
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...Managing Digital Enterprises Mobile Phone Online Marketing – Current Retail Environment, E-Value chain Analysis & Improvement Areas Jinu Joseph (B00573500) Master of Business Administration - FT Ulster Business School, University of Ulster Submitted on 22-Oct-2010 Contents 1. INTRODUCTION 3 2. MOBILE PHONE SALES INDUSTRY 4 2.1 CURRENT SCENARIO 5 3. RETAIL SALES ENVIRONMENT – OFFLINE AND ONLINE 5 4. VALUE CHAIN ANALYSIS 6 5. VALUE CREATION IN ONLINE MARKETING OF MOBILE PHONES 7 5.1 ADVANTAGES OF ONLINE MARKETING OF MOBILE PHONES 8 6. THREE SIGNIFICANT IMPROVEMENTS – ONLINE MARKETING MODEL 9 6.1 CUSTOMER SERVICE 9 6.2 TECHNOLOGY ENHANCEMENTS 9 6.3 PUBLIC RELATIONSHIPS 10 7. CONCLUSION 10 8. REFERENCES 10 TABLES AND FIGURES Figure 1:- Estimated Annual Retail Sales – World Telecommunication [] 5 Table 1:- E-value chain in Mobile Phone Industry 6 1. INTRODUCTION IT development has helped Organisations to market their products and services to World markets. This has promoted Production environment, Supply of the products to a more competitive world market. Organisation’s focus changed into more effective and value added customer service by understanding customer needs. Information technology tools like Internet, Mobile phones, Email and other kind of Visual Medias has helped to overcome the international boundaries to consider world as a ‘Local Market’ [3]. This paper analyse e-business methodology to show...
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...(Strategy Compass GmbH, Value chain analysis by Porter) 1 Key impact points The above diagram illustrates some of the major activities Kiva carries out as an organization in their process of delivering value to their borrowers through collaboration with lenders and field partners. Kiva’s activities makes economic, social and environmental impacts at many points on their value chain. Below are seven key impacts of Kiva’s work, both positive and negative. These impacts need to be taken account of and measured carefully if Kiva is to continue to evolve in their efforts to use lending to alleviate poverty. Each impact is listed under the point along the value chain they are most connected. Economic Positive Primary activities > Operations > Lending program Brings affordable capital to people in need that allows them to engage in economic activity. An estimated 2.5 billion adults around the world do not use the services of a bank or other financial institution (McKinsey, 2010). Kiva loans are able to serve these same people who are not being served by conventional banks. Negative Primary activities > Operations > Lending program Many of Kiva’s field partners charge a high interest rate. Regardless of the source of capital, the partners are typically microfinance institutions that rely on interests they collect to carry out their work. The smaller the loan, the higher the interest rate due to the high transaction costs that must be covered. Thi...
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............................................................................ 8 Slow to Innovate ................................................................................................................................................. 8 PC Market in Decline ........................................................................................................................................ 8 Mobile Device’s Poor Performance ............................................................................................................ 9 The External Environment .................................................................................... 10 PESTEL Analysis ............................................................................................................................................... 10 Conclusions ......................................................................................................................................................... 14 Porters Five Forces...
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...Summary of Key Points for Chapter 2 Chapter Objectives: 1. Explain companywide strategic planning and its four steps. 2. Discuss briefly how to design business portfolios and develop growth strategies. 3. Explain marketing’s role under strategic planning and how marketing works with its partners to create and deliver customer value. 4. Describe the elements of a customer-driven marketing strategy and mix, and the forces that influence it. 5. List the marketing management functions, including the elements of a marketing plan. COMPANYWIDE STRATEGIC PLANNING: DEFINING MARKETING’S ROLE The task of selecting an overall company strategy for long-run survival and growth is called strategic planning. Companies typically prepare annual plans, long-range plans, and strategic plans. Strategic planning is the process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing market opportunities. Refer to Figure 2.1 on pg. 63, which shows the 4 steps in strategic planning. 1. Defining a Market-Oriented Mission Many organizations develop formal mission statements. A mission statement is a statement of the organization’s purpose – what it wants to accomplish in the larger environment. A clear mission statement guides people in the organization. A market-oriented mission statement defines the business in terms of satisfying basic customer needs. See Table 2.1 (pg. 64) for market-oriented vs...
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...Value Chain = Supply Chain + Demand Chain: New Approaches to Creating and Capturing Sustainable Value Fanny Thublier(1), Terry Hanby (2) and Yongjiang Shi (2) Arts et Métiers ParisTech 75013 Paris, France (2) Institute for Manufacturing University of Cambridge, Cambridge, CB3 0FS, UK (1) Abstract The purpose of this research paper is to develop a Value Chain conceptual model based on a combined Supply and Demand approach. Drawing primarily from the literature on Supply Chain, Demand Chain and Value Chain, modern definitions for these concepts are developed. Based on these findings, a new equation in the “value” world is introduced: “Value Chain = Supply Chain + Demand Chain”. The resultant model recognizes the growing importance of the end-consumer in the design and management of these chains and considers both the effectiveness and efficiency relationship in the Value Chain. In addition, different value perspectives for the Value Chain are suggested with particular focus on sustainable value creation and capture issues. It is anticipated that this model will be developed further in the specific context of the luxury market using case studies to develop and refine the proposed Value Chain model. Keywords: Value Chain, Supply Chain, Demand Chain, Consumer, Customer. Introduction While external forces such as economic, ecological, technological and regulatory developments are increasingly altering the global landscape, new industry trends now affect the value...
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...because of its understanding and appeal to global commonalities (Rugman, A. M. & Collinson, S., 2006). The firm has implements three principles that are assigned to make it more locally responsive, the three principles are: Coca-Cola's three principles * Principles * Description * Operates on a local scale The company modifies its operations to meet local need and institutes a strategy of "think local, act local". Country-by-country basis: It focuses itself as a pure marketing company and pushing its brands on a regional basis and local basis rather than a worldwide basis. Integrates with local environment: Coke is now working to become a model citizen by reaching out to local communities and getting involved in local activities Background of the Coca-Cola Company A carbonated beverage called Coca-cola or often referred as Coke is the world's largest beverage company and the best-known brand in the world. Coca-Cola Company has operated for 124 years since 1886. Coca-Cola was invented by a pharmacist in Atlanta, John Pemberton and he has become one of the global market leaders in the beverage industry (iloveindia.com). The Coca-Cola Company offers over 400 different brands in more than 200 countries worldwide. Coca-Cola serve a wide range of beverages, including diets and light soft drinks, water, juice drinks, teas, coffees, sports drinks and energy drinks (The Coca-Cola Company-2004 environmental report). The operating global business was organized into five...
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...SHYAMKUMAR PALAYIL SASEENDRAN VINU SUNILKUMAR Introduction This report provides an overview of the role of BPM and value chain. The report will highlights the problems the Cullen creative cooking Pty Ltd is facing and will priorities them on the bases of most urgent. It will include the modified organizational structure of the company, along with the as-is and to-be diagram. It also provides an insight to the project scoping diagram and will provide possible solution for the company. Based upon the report their will be some recommendation for the company in order to improve their business Table of Contents 1. Business process management (BPM) and strategy 4 2. Problem Analysis 5 Fig 2.1 Project scoping diagram 6 3. Proposed solution 6 Fig 3.1: As is diagram 7 3.2 To be diagram 8 4. Solution considerations: 9 Fig 4.1 modified organization chart 10 4.2 What changes to be made? 10 4.3 How to do it 11 4.4 Common areas of cost 11 5. Recommendations 12 6. References 13 1. Business process management (BPM) and strategy BPM is a way to connect and integrate all the business processes in such a way so as to determine the additional performance improvement. While some might refer it to as an analysis of the value chain.(Singh 2012) All these will helps the Cullen creative cooking Pty Ltd to manage their problems and to achieve the goals .A company that adopts BPM gets...
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... 5 3.0 Systems that enable efficient use of input resources and their impact on output of goods and services supplied by Gate Gourmet 6 3.1 Transformation Process 6 3.2 Production Techniques 6 1. Cuisine Sous-Vides 6 2. Hot Filling 6 3. Modified Atmosphere Packing 6 4. Food Safety Checks and Assurance Systems 7 5. Gate Serve Provisioning services 7 6. Post Flight Aircraft Stripping 7 2. Existence of Trade-offs within Gate Gourmet and challenges faced by following this approach 8 4.0 Supply Chain Management issues and supplier selection 9 4.1 Supply Chain 9 2. Supply Chain Management 9 3. Impact of integrated system in the management of suppliers and supplier selection 9 1. Alpha Flight Group 9 2. Pourshins 10 3. Supplair 10 4. DeSter 10 5. Potmstudios 11 6. Harmony 11 4. Recommendations for less advanced suppliers to establish consistent standard of operations with the supply chain activities 11 5...
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...Muhammad Sajid Saeed+44 141 4161015Email: tosajidsaeed@hotmail.comSkype ID: tosajidsaeed | | TABLE OF CONTENTS 1. INTRODUCTION------------------------------------------------------------------------------------- 03 2. VISION, MISSION, GOALS, AND OBJECTIVES ----------------------------------------------- 03 3. STRATEGIC ANALYSIS ----------------------------------------------------------------------------- 04 3.1 INTERNAL ANALYSIS -------------------------------------------------------------------- 04 3.1.1 RESOURCE-BASED VIEW ---------------------------------------------------- 04 3.1.2 VALUE CHAIN ANALYSIS ----------------------------------------------------- 06 3.1.3 FINANCIAL ANALYSIS --------------------------------------------------------- 07 3.2 EXTERNAL ANALYSIS -------------------------------------------------------------------- 08 3.2.1 PEST ANALYSIS ---------------------------------------------------------------- 08 3.2.2 PORTER’S FIVE FORCES ------------------------------------------------------ 09 3.3 SUMMARY --------------------------------------------------------------------------------- 10 3.3.1 SWOT ANALYSIS --------------------------------------------------------------- 10 3.3.2 KEY STRATEGIC ISSUES ------------------------------------------------------ 12 4. FUTURE STRATEGIC DIRECTION...
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...The McDonald's Corporation (NYSE: MCD) is the world's largest chain of hamburger fast food restaurants, serving around 68 million customers daily in 119 countries.[4][5] Headquartered in the United States, the company began in 1940 as a barbecue restaurant operated by Richard and Maurice McDonald; in 1948 they reorganized their business as a hamburger stand using production line principles. Businessman Ray Kroc joined the company as a franchise agent in 1955. He subsequently purchased the chain from the McDonald brothers and oversaw its worldwide growth.[6] A McDonald's restaurant is operated by either a franchisee, an affiliate, or the corporation itself. McDonald's Corporation revenues come from the rent, royalties, and fees paid by the franchisees, as well as sales in company-operated restaurants. In 2012, McDonald's Corporation had annual revenues of $27.5 billion, and profits of $5.5 billion.[7] McDonald's primarily sells hamburgers, cheeseburgers, chicken, french fries, breakfast items, soft drinks, milkshakes, and desserts. In response to changing consumer tastes, the company has expanded its menu to include salads, fish, wraps, smoothies, and fruit.[8] Headquarters McDonald's Plaza, located in Oak Brook, Illinois is the headquarters of McDonald's The McDonald's headquarters complex, McDonald's Plaza, is located in Oak Brook, Illinois. It sits on the site of the former headquarters and stabling area of Paul Butler, the founder of Oak Brook.[10] McDonald's moved...
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...information system comprised of business applications that companies use to store, collect, manage and interpret information for business activities. “ERP systems are often used by large business and they are customized and analyzed by different teams in order to fit the different priorities and obligations of the business.” (Webopedia, ERP Term). The enterprise applications integrates and connect all areas of operation in a business environment such as Account receivable, Customer service, Finance, Accounting, Human resources, Supply chain and warehousing as seen in Figure 1. Figure 1 - Areas of ERP Operation Figure 1 - Areas of ERP Operation The enterprise resource system software industry has become a multi-billion industry because it provides different application which can support different areas of the business activities. ERP Systems can be modified and customized to meet certain business needs and technical capabilities. These systems have become important organizational tool because it differs from typical traditional systems. The main purpose of ERP systems is to facilitate internal and external management information across the entire organization. The evolution of ERP systems came along with the development of computers, hardware, applications and software systems. In the past prior to the 90’s, most organizations use Material Requirement Planning (MRP I) which was later renamed to Manufacturing Resource Planning (MRP II). These systems were legacy system based...
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...MARKETİNG MANAGEMENT Marketing is a process by which companies create value for customers and build strong customer relationships to capture value from customers in return NEEDS • States of deprivation • Physical—food, clothing, warmth, safety • Social—belonging and affection • Individual—knowledge and self-expression WANTS • Form that needs take as they are shaped by culture And individual personality DEMAND •Wants backed by buying power * Market offerings are some combination of products, services, information, or experiences offered to a market to satisfy a need * Functional benefits • Based on a product attribute that provides the customer with functional utility. • Examples – phone capability of an iPhone, – the thirst-quenching offered by a bottle of water and – the warmth of a wool sweater. • Easy to provide • Easy to imitate * Emotional benefits • provide customers with a positive feeling when they purchase or use a particular brand. • Examples – the “feel-good” factor when purchasing groceries carrying a fair-trade label – Id when purchasing healthy food for your children * Self-expressive benefits • provide an opportunity for someone to communicate his or her self-image. • Examples – The image of being cool projected by the Apple iPhone, – the raw masculinity projected by the Harley-Davidson motorcycle brand or – the luxury displayed by carrying a Louis Vuitton bag. ...
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...39-40) 2. When your firm practices developing and maintaining a strategic fit between your organization’s goals and capabilities, it is forming a (an) _____. a. mission statement b. values statement c. strategic plan d. operating plan (c; Moderate; p. 41) 3. At the corporate level, a company starts the strategic planning process by defining its overall purpose and _____. a. mission b. values c. vision d. strengths (a; Easy; p. 41) 4. Marketing planning at your firm occurs at what levels? a. business unit; market b. business unit; product c. product; market d. business unit; product; market (d; Challenging: p. 41) 5. A clear mission statement acts as an invisible hand that guides people in the firm. It is a statement of _____. a. fact b. values c. purpose d. financial goals (c; Easy; p. 41) 6. What does a market-oriented mission statement define about the business? a. satisfying basic customer needs b. satisfying basic supplier needs c. satisfying basic stockholder needs d. satisfying basic owner needs (a; Easy; p. 41) 7. Your text pointed out that mission statements should be both _____ and specific. a. long-term b. realistic c. short-term d. value-laden (b; Moderate; 41) 8. _____ mission statements provide little real guidance or inspiration. a. Trite b. Copy-cat c. Generic d. none of the above (c; Easy; p. 44) ...
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...European Journal of Marketing Emerald Article: Value creation in supply chain relationships: a critique of governance value analysis Trond Hammervoll Article information: To cite this document: Trond Hammervoll, (2009),"Value creation in supply chain relationships: a critique of governance value analysis", European Journal of Marketing, Vol. 43 Iss: 5 pp. 630 - 639 Permanent link to this document: http://dx.doi.org/10.1108/03090560910946963 Downloaded on: 07-07-2012 References: This document contains references to 41 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 2200 times since 2009. * Users who downloaded this Article also downloaded: * James DeLisle, Terry Grissom, (2011),"Valuation procedure and cycles: an emphasis on down markets", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 384 - 427 http://dx.doi.org/10.1108/14635781111150312 David Wyman, Maury Seldin, Elaine Worzala, (2011),"A new paradigm for real estate valuation?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 341 - 358 http://dx.doi.org/10.1108/14635781111150286 François Des Rosiers, Jean Dubé, Marius Thériault, (2011),"Do peer effects shape property values?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 510 - 528 http://dx.doi.org/10.1108/14635781111150376 Access to this document was granted through an Emerald subscription provided by University of Pretoria For Authors: If you would like to write for...
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